Scope or: how to manage projects for organization success, part 1

To deliver what someone expects, when someone expects, and the price someone agrees to requires an ability to define scope.

When a project fails, resources are lost and organization pressure increases. The more projects that fail the more resistant people are to associate with, work on, or fund new projects.

This is a first in a series of scope and project management blogs and templates to improve project delivery with a set of tools and principles to understand and manage project scope, from impact assessment through stakeholder communication.

Why your business strategy is a project portfolio

The ability to scope and deliver a project is a competitive advantage.

The best organizations realize project management capability as a strategic differentiator, the lagging organizations only staff project management skills within Information Technology departments.

I now rely on the term portfolio planning to describe the translation of strategy to a group of project options an organization can undertake. A portfolio view projects priority using the same risk and return criteria capital expenditures and other financial or strategic commitments are evaluated.

Competing values drive your organization out of business

Change very often comes in multitudes and magnitudes, rarely in order and procedure, but change resistance seems to come in constant waves.

A Competing Values Framework will identify your current state organization strength and desired state.

Organizations that understand competing values and the impact of culture can train and manage and cultivate people who can grow with the organization. The Competing Values Framework identifies the culture people are working in, any disconnect, by team or business unit, to then create strategies that align to the culture needs to challenge the culture.

What to keep and what focus to adjustment needed to survive or to excel.