It’s the value that finds the project

I’m answering some questions for an interview regarding my book. The way one question was worded caused me to think.

In an strategically-drive organization, it’s the value the finds the project, not the other way around. The strategic plan defines the goals for the organization. We then define projects to achieve those goals. This is the role of the portfolio and project designers.

Only in innovation-driven companies does the project have to find it’s value — a more challenging proposition. This doesn’t mean I rebuke creativity, I just recognize that it’s more challenging to find project value and alignment. The well-defined OGBS and value tracks will still serve their purpose.

Cheers

Corporate Values

In my most recent book, I defined the Organizational Goals Breakdown Structure (OGBS) as a tool to define the organization’s strategic plan and develop the portfolio of projects to achieve that plan. I used the Balanced Scorecard model to identify the organization’s values as the primary objectives for the OGBS. Utlimately, the strategic plan and project portfolio must map up and support these objectives.

I’m now working on a new model and I’d like your feedback. The Balanced Scorecard model identifies 4 perspectives:

• Customer
• Finance
• Internal business process
• Learning and growth

The model I’m proposing is:

• Market penetration
• Internal processes
• Financial health (and growth)
• Stakeholder value

Note: if you’re a for-profit organization, you may want to add “and growth” to Financial health, if you’re a not-for-profit, you can leave that off unless you’re planning expansion.

Also, notice that the last item is stakeholder value not stockholder value.

I request your comments and suggestions. Also, please tell me about your organization’s value statements.

Cheers.