Strategic project

How to formulate and execute a strategic project? 

Terry Schmid a thought leader in strategic planning, shares his expertise and ideas in Strategic Project Management Made Simple

Solution Concepts:

• Clarity: Objectives and action plans, and careful use of language
• Logical: Identify “If-Then” links
• Communication: Shared understanding with key players, support, and accountability
• Monitor assumptions: Uncover and advance dealing with pitfalls
• Process mindset: Consistently refine, sharpen and update the strategic hypothesis and plans 
• Emotional Intelligence: Improve working relationships

Knowing is not enough; we must apply. Willing is not enough; we must do. ” –  Johann Wolfgang von Goethe

What is a Project?

• Engine of change
• Organized set of activities to achieve specific objectives – on time within budget
• Vehicles of collaboration that unite people and resources to reach goals
• Not a sure bet – includes risk
• Structured experiment
• Must fulfill strategic intent
• Flexible organizing frameworks for executing the strategic initiative

Being Strategic is:

• Begin with end objectives: Scan the environment and systematically work backward to develop plans
• Consistently think, plan, act and assess in a way that best achieves your desired results
• Managing webs of relationships
• Selecting from multiple possibilities and reflecting vision, mission, and values
• Connecting the present to the future

To link two objectives into a logical “If-Then” form a hypothesis – a predictive statement of cause and effect that involves uncertainty. In other words an educated guess about the future. For example: If we open Shawarma restaurant Then people will come 

The “If-Then” basic formula constructs a neutral language that crosses disciplinary boundaries and enables different people to share the same view of the world.  It is used for the successful design and implementation of strategies. 
The author here specifically emphasize that the “IF-Then” link not only sequential in time – A precedes B in time ( As in computer programs). But also A precedes and causes B.

Common mistakes:

• One-shot planning
• Vague objectives
• Ignoring environmental context
• Limiting tools and processes
• Mismanaging people dynamics
• Neglect stakeholder interest