Strategy Implementation Through Project Management

Far too few managers know how to apply project management techniques to their strategic planning. The result is often strategy that is poorly thought out and executed—and a business that could perform so much better with the benefit of the right techniques.

Strategic project management is a new and powerful process designed to manage complex projects by combining traditional business analysis with project management techniques.

The aim of this valuable Report is to equip all managers—of whatever discipline—to manage projects more effectively. The strategic management process contains five key stages, which the Report explains clearly and in detail: managing strategic business projects; linking projects with business strategy; strategic project definition; project strategy and plan; strategic project control and learning.

The Report will enable you to apply project management techniques successfully not just at the level of business strategy but also to operational change programs and even to more tactical programs aimed at improving short-term performance. As an extra benefit, Appendix I provided extensive checklists dealing with a whole variety of strategic projects and Appendix II offers guidance on diagnosing team roles within a project.

1. Introduction — Managing Strategic Business Projects
• Managing strategies as projects
• Deficiencies in conventional project management
• Case example — the ICI experience
• The Strategic Project Management Process
• Summary and conclusion
2. Linking Projects with Business Strategy
• Introduction
• The strategy mix and project management
• Project programmes and strategic breakthroughs
• Seeing business strategy as a stream of projects
• Conclusion
3. Strategic Project Definition
• Introduction
• Scoping the project
• Project diagnosis
• Identifying the project's key objectives
• Conclusion
4. Developing Project Strategy and Plans
• Introduction
• Project options and plans
• Implementation strategy — AID, force-field, stakeholder analysis
• Activity analysis
• Conclusion
5. Strategic Project Control and Learning
• Project mobilisation and roles
• Project milestones
• Project learning
• Conclusion
6. Conclusion

• Appendix 1: Managing Strategic Projects: Checklists
• Organic business development projects
• Projects involving strategic and financial planning
• Restructuring projects
• Information systems projects
• Management buy-out projects
• Acquisitions, alliance and joint venture projects
• Post review and learning
• Operational projects
• Appendix 2: Strategic Project Mobilisation, Control and Learning — Prudential Case Study
• Introduction
• Project managing strategic change at Prudential Life Administration
• Key lessons from the case
• Conclusion
• Appendix 3: Champneys Health Resort
• Introduction
• Background and project diagnosis
• Strategic diagnosis
• The change process
• The turnaround projects — and their project strategies
• Implementing the strategic change programme
• A summary of Champneys' projects
• Project learnings — Key pointers from the Champneys strategic turnaround project
• Conclusion

This loose-leaf binder, with single-side printing doesn't contain anything news-worthy, but summarizes nicely what tools you can use to execute a Strategy project and how this kind of project is different from a normal project. It is written in the usual Grundy style and with his usual standard, which gives it some quality, but it is in no way worth the inflated price-tag and doesn't fulfill the expectations this price-tag gives.

So, even though it is not bad, I have to say that I am sorely disappointed in this book (which it is not).