Reason For Being | ||||||||||||
 |
|
|
|
|
|
|
|
|
|
|
|
|
 |
||||||||||||
 |
[ Login/Subscribe ] | |||||||||||
 |
||||||||||||
 |
 |
 |
 |
 |
 |
 |
|
 |
||||
 |
||||||||||||
Features
Departments
Executive
Resources
|
Home > Departments > PMO/EPM
If you don’t see how your project fits into an overall strategic vision, you’re operating with blinders on, and without information critical to success. Here’s some guidance on what you need to know about the relationship between your project and your organization’s business plan, and how it can improve project performance.
This is the sixth article in a series on best practices for managing change initiatives. However, instead of focusing on common, if still misunderstood, techniques such as business cases, risk management and change control, this series explores some lesser known and underused practices that can make a fundamental difference to the success of a project.
Do you know how the project you’re working on supports the organization’s mission and vision? Have you considered how the planned change aligns with — or is at odds — with the organization’s culture and core values? Do you know how it contributes to enterprise strategies and priorities?
An organization’s Business Plan, which encompasses key facets of an organization’s reason for being — hopes, aspirations and directions — provides the context for any major business or technology change. The relationship of a planned change to each of these facets should be clearly understood by all those involved in and affected by the change to ensure consistency of direction and ongoing success. Please login/register to read the entire article.
| |||||||||||||||||
.gif)
|
Privacy Policy Contact Us User Agreement