No PM, No Strategy

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Home > Executive Report > Opinion

No PM, No Strategy
Bruce McGraw (April 20, 2009)

When project managers aren’t part of the strategic planning processes, strategic plans aren’t likely to leave their bulky binders and become part of the business reality. This holds true no matter how small or large a project — be it planning a blood drive or implementing enterprise-level financial software.

Strategic plans often end up in a binder collecting dust on an office shelf. Why? Because they are unrealistic, and not the least bit relevant. But that doesn’t have to be the case, and it certainly isn’t reason to forgo the strategic planning process altogether. The key is to involve and engage those who will be implementing the plan from the beginning. When strategic planners and project managers work together, strategic plans can become one of an organization’s most useful tools for weathering tough economic times and staying ahead in today’s fast-paced business environment.

The Disconnect

The purpose of a strategic plan is to guide an organization intelligently into the future. Yet, there is a disconnect between the development and completion of a strategic plan that often results in huge cost overruns, delays in implementation, chaos in the workplace, and low worker morale.

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