Optimización de imagen (M)

Based on some responses in target group two, strategic projects need constant sup- port from the corporation leadership team. There is also a need in the lower level to have an overall view of how strategic projects are going and how to solve problems, for example, in resource allocation. There is a need to define what is done at corpo- rate level and what is done at SBU and function levels without forcing too much, based on comments of some target group one members. Currently no one has re- sponsibility for doing portfolio management at an upper level, according to a majority in both target groups.

Strategic projects need to be lifted to a higher level to receive enough attention, based on a majority of target group two. Also, independence of projects needs to be ana- lyzed and best practices identified to support project success. All in all, strategic pro- jects need formalized structure, steering and management, according to half of target group two. And most importantly, projects need to have clear resources allocated.

“Projects are being bypassed for the real day-to-day work.” (A7)

“It is important to manage strategic projects as one, otherwise they will compete for

same resources.” (A2)

The case company should start developing strategic project practices piece by piece and then analyze and develop the practices further when projects are ongoing, offers a minority of target group two. The structure does not need to be perfectly planned in the beginning; by doing the projects, the case company will learn what the best prac- tices are. Also, all projects cannot be done at the same time, therefore inside the portfolio, projects must be prioritized, based on a majority of both target groups. Tar- get group one sees the prioritization and defining the execution order as key improve- ment areas. A member of target group two mentioned a priority list as one good tool for prioritizing projects and actions. Another mentions:

“Better planned and divided actions to manage projects. Project should be given clear

focus and time and not try to do everything at once. We need to fix the center first and do enabling projects as well.” (B9)

Some of target group two mentioned that the case company should not try to do too many strategic projects at the same time. Target group two sees recognizing and discussing project dependencies as key project portfolio tasks. People doing strategic

projects need to be familiar with other projects and able to discuss with each other, based on some of target group two. One member of target group two concluded: “There is a need for more centralized and stronger leadership for strategic projects

and people who run the projects form a community. Discussions are organized for example monthly and there the project dependencies, resources and problems are discussed and solved. Also, best practices are shared, and globally common tools are developed.” (B9)

The corporate leadership team wants to follow the status of strategic projects only on the top level, according some members of target group one. If the corporate leader- ship team wants to follow strategic projects on a high level, there needs to be some group of people doing the background work for corporate leadership. The group of people needs to be oriented to ongoing projects in order to understand the links and dependencies needing to be discussed. Also, there is a need to make faster decisions related to strategic projects, based on some feedback of target group two. To make faster decisions, someone needs to understand cause-effect relationships and to pre- pare material and data for decision makers.

“Decision makers need to be up to date with the cause-effect relationships. Now de-

cision makers do not familiarize themselves with the project, they just approve things without understanding.” (B12)

Setting a clear target, having a concrete start and ending for the project, and regular follow-up will help to manage a single project as well as the project portfolio, as men- tioned earlier. Projects need to be measured by their impact on the business, accord- ing to a majority of target group one. Target group two sees monitoring the strategic projects as a major contributor to project success. One mentioned:

“We know what decisions we need to make and where the projects are going, and

then get back to them after a certain time period to understand, are we going in the right direction.” (B11)

A majority of both target groups mentioned having a capable project manager as a key factor in successful project management. Target group one members stressed that there should always be a business owner as well for the projects. Together they have a mandate to make decisions. A motivated project team is also crucial, based on target group two. If a program consists of smaller projects, there should be a pro- ject manager for all the projects to ensure to progress. More junior employees should participate in project teams and manage smaller streams to develop project skills within the organization, based on remarks of some target group two members.

The project methods and templates need to be harmonized, based on a majority of target group two. Target group two wants to develop one project type for the corpo- ration, in which the work is ongoing in the function level, but the decision about project models and templates needs corporate management approval. With common ways of working, people will be on the same page and know what they are doing. There is a need to increase project execution speed, and maybe common ways of working will contribute to it, according to some in target group two. An agile project style was seen as better by both target groups.

“We need to have intensive projects and come up with the conclusions faster. We

need to create quick wins.” (B11)

Some people in target group two see that more tools for portfolio management are needed—for example, portfolio management software. As suggested by target group two members, tools would include, for example, monitoring projects and portfolio, approval process and project communication. At the end, the case company needs to define the name of the strategic project management system.

Strategy Implementation Through Project Management in

Benchmark Companies

4.4.1 Corporate Management and Strategy in Benchmark