Connecting Project & Strategy Management through Integrated Governance – Knowledge Session Summary

This session presented by David Dunning, Martin Samphire and (also hosted) by Greg Krawczyk, explores the connection between project and strategy management through Business Integrated Governance (BIG). It summarizes insights from an APM Governance Interest Network event aimed at enabling PMO and P3 professionals to bridge the gap between organizational strategy and project delivery.

The session covered:

• Challenges in Strategy Delivery
• Good Governance as a Solution
• Business Integrated Governance (BIG)
• Fundamental Principles and Key Concepts
• Accountability and Governance
• Readiness Assessments and Examples
• Q&A Sessions

Key Takeaways

1. Understanding Strategy Delivery

• Strategy delivery involves more than change programs; it integrates:
  • Business Performance: Ensuring operational effectiveness.
  • Product Development: Adapting products to meet market demands.
  • Strategic Change: Addressing cross-functional initiatives like reputation and cultural goals.
• Strategy must compete with business operations and product development for resources, leadership attention, and funding.

2. Challenges Identified

• Strategy delivery often fails due to:
  • Misconceptions that strategy is solely about change.
  • Lack of integrated governance and support for strategic delivery processes.
  • Silos within organizations impeding cross-functional collaboration.
• A survey of 100 PMO professionals revealed no clear ownership of strategy-to-delivery connections.

3. Business Integrated Governance (BIG)

• BIG aims to integrate governance across the strategy and delivery spectrum.
• Its principles, framework, and body of knowledge include:
  • Governance Framework: Clear roles, processes, and reporting structures.
  • Competence Building: Developing people and tools to support strategy delivery.
  • Examples presented:
    • Portfolio Direction Groups.
    • Governance models for cross-government change portfolios.

4. Event Highlights

• Reviewed over 550 responses from participants on strategy delivery challenges from event 1
• Addressed infrastructure needs for PMO to support strategy, not just projects – using the BIG Framework.
• Questions covered topics like accountability, prioritization, assurance, and leadership.

5. Target Audience

• PMO Leaders and Directors: Seeking to align strategy with project execution.
• Governance Professionals: Advocating for effective decision-making.
• Operations and Finance Directors: Ensuring resources align with strategic priorities.
• Strategic Leadership: Desiring robust strategy delivery frameworks.

6. Future Directions

• Upcoming workshops will focus on:
  • Readiness Assessment: Tools to prepare organizations for BIG implementation.
  • Building Engagement: Clarifying current challenges and starting internal conversation

Conclusions

The event underscored the importance of integrated governance for effective strategy delivery. It called for equipping PMO and P3 professionals with the tools, principles, and frameworks to bridge strategy and execution. Future sessions aim to deepen this exploration and provide actionable steps for organizations to adopt Business Integrated Governance.

The event recording is accessible on the APM Website

Questions and Answers

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