Projects are a means to executing and achieving strategy. But why do projects that are often rooted in strategy fail to achieve their strategic goal? Learn how the discipline of enterprise architecture can create a connection between the strategy and execution of projects. In this session you will learn real examples of:
- the connection between strategy and execution
- how to convert strategies and business vision into a set of business capabilities
- key skills needed to make this connection
- get real examples of how enterprise architecture is used in leading companies
Industry experts Munir Bhimani SCPM, of Microsoft and Gustav Toppenberg of Cisco discuss how progressive organizations are leveraging enterprise architecture concepts to identify business capabilities and realign projects to achieve business strategies.
Watch this webinar on YouTube: http://youtu.be/zpb3htHPB7o.
Presented By:
The Stanford Center for Professional Development in association with the Stanford Advanced Project Management certificate program.
http://apm.stanford.edu/
4.16.24 21st Century Movements for Black Lives.pptx
Free Webinar: The Art of Converting Strategy into Projects
1. Stanford | Center for Professional Development
The Art of Converting Strategy into Projects
STANFORD ADVANCED PROJECT MANAGEMENT
CERTIFICATE PROGRAM
2. Stanford | Center for Professional Development
Meet Today’s Speakers
MUNIR BHIMANI
EXECUTIVE-LEVEL
CONSULTANT,
ENTERPRISE BUSINESS
ARCHITECT, PROJECT
MANAGER, AND IPS
LEARNING INSTRUCTOR
PMP, SCPM, CSM
GUSTAV TOPPENBERG
SENIOR MANAGER, CISCO
PMP, PMI-ACP, ITIL
SCRUMMASTER
PHD.C
CARISSA LITTLE
DIRECTOR,
STANFORD CENTER FOR
PROFESSIONAL
DEVELOPMENT
TIM WASSERMAN
CHIEF LEARNING
OFFICER, IPS
LEARNING
PROGRAM DIRECTOR
STANFORD ADVANCED
PROJECT
MANAGEMENT
(SAPM) CERTIFICATE
PROGRAM
3. Stanford | Center for Professional Development
The Art of Converting Strategy into Projects
Today’s Agenda:
1) Enterprise Architecture
2) Learning More
3) Q&A
4. Stanford | Center for Professional Development
The Art of Converting Strategy into Projects
“A poor strategy choice is the source of
46% of business failures.
Even more common is a failure to translate strategy
into the right projects.”
- Enterprise Architecture Executive Council Survey 2009
Munir
5. Stanford | Center for Professional Development
The Art of Converting Strategy into Projects
Questions for project & programs managers:
When reviewing your strategy and project portfolio, do you wonder if:
- the strategy is well defined, measureable, and understood by those who
will execute it?
- you are investing in the right projects to enhance the business
capabilities required to realize your strategy?
- there is clear and measureable alignment between the projects and
strategy?
Enterprise architecture (EA) is a discipline for proactively and holistically
leading enterprise responses to disruptive forces by identifying and
analyzing the execution of change toward desired business vision and
outcomes.
Gustav
6. Stanford | Center for Professional Development
The Art of Converting Strategy into Projects
1. Defining Enterprise Architecture – Connecting strategy & execution
2. Connecting EA to Stanford’s Strategic Execution Framework (SEF)
3. Converting strategies and business vision into a set of business
capabilities
4. What key skills are needed by a project or program manager in
making this connection
5. Companies that leverage Enterprise Architecture
Munir
7. Stanford | Center for Professional Development
Defining Enterprise Architecture
Connecting strategy & execution
Gustav
Enterprise architecture (EA)
is a discipline for proactively and holistically
leading enterprise responses to disruptive
forces by identifying and analyzing the
execution of change toward desired
business vision and outcomes.
Source: http://www.gartner.com/it-glossary/enterprise-architecture-ea/
EA delivers value by presenting business and IT
leaders with signature-ready recommendations
for adjusting policies and projects to achieve
target business outcomes that capitalize on
relevant business disruptions. EA is used to
steer decision making toward the evolution
of the future state architecture.
This is not what I meant by
‘Enterprise Architecture’
8. Stanford | Center for Professional Development
THE ROLE AND IMPORTANCE OF ARCHITECTURE
Winchester
Mystery House
- Is a house of continuous building
with no master – no vision
- It was built one room at a time
- It has doors & staircases that
lead to no-where
- It has lots of waste and unusable
space
Large
Skyscrapers
- It was built with a vision in
mind and with purpose
- It is a single building, not part
of original city architecture,
but it fits in
- It serves a functional purpose
Defining EnterpriseArchitecture
- borrowing concepts from another type of architecture
Gustav
9. Stanford | Center for Professional Development
Defining Enterprise Architecture
Connecting strategy & execution
Gustav
Strategy
Innovation
Projects / Programs
Services / Operations
Enterprise
Architecture
10. Stanford | Center for Professional Development
Connecting EA to the Strategic Execution Framework (SEF)
Munir
Enterprise
Architecture
Business Capabilities
11. Stanford | Center for Professional Development
Converting strategies into projects
Step 1 – Define the Strategy
Value
Metrics
(Financial &
Customer)
Performance
Metrics
(Efficiency &
Effectiveness)
Munir
12. Stanford | Center for Professional Development
Converting strategies into projects
Step 2 – Analyze the Business Capabilities
Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources
Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition
Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations
Manage Leadership
Development
Manage Communications Administer Payroll Manage Online Commerce Manage Baggage & Cargo Manage Performance
Manage Regulatory
Compliance
Manage Procurement
Manage Customer
Relationships
Manage Crew Scheduling Manage Benefits
Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources
Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition
Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations
Manage Leadership
Development
Manage Communications Administer Payroll Manage Online Commerce Manage Baggage & Cargo Manage Performance
Manage Regulatory
Compliance
Manage Procurement
Manage Customer
Relationships
Manage Crew Scheduling Manage Benefits
Organize the Business Manage Financials
Manage Marketing &
Sales
Manage Flight
Operations
Manage Human
Resources
Manage Strategy &
Planning
Manage Fiscal Planning
Manage Offers &
Promotions
Manage Aircraft
Maintenance
Manage Talent
Acquisition
Manage Shareholders Manage Costs Manage Social Marketing
Manage Ground
Operations
Manage Leadership
Development
Manage Communications Administer Payroll
Manage Online
Commerce
Manage Baggage &
Cargo
Manage Performance
Manage Regulatory
Compliance
Manage Procurement
Manage Customer
Relationships
Manage Crew Scheduling Manage Benefits
Strong Capability Weak Capability
Highly Deficient
Capability
Missing
Capability
People
Technology
Information
Process
Manage Ground
Operations
Munir
13. Stanford | Center for Professional Development
Converting strategies into projects
Step 3 – Develop the portfolio of programs and projects
Munir
Value
Metrics
(Financial &
Customer)
Business Goals & Strategy
Enterprise Business Capability Hierarchy Model (Heat map)
Process, People, Information & Technology
Criteria Financial Customer Process, Technology, Information Organization & People Total Score Priority
Weights 9 5 5 3
Projects
P1 3 4 5 2 78 3
P2 5 3 5 2 91 1
P3 4 3 1 1 59 4
P4 1 1 2 5 39 10
P5 1 3 1 1 32 11
P6 1 3 3 4 51 6
P7 3 2 1 3 51 6
P8 5 4 3 1 83 2
P9 2 2 5 2 59 4
P10 2 3 2 2 49 9
P11 1 3 4 2 50 8
5 = >$10M 5 = Increase Sat 5 = Increase Aircraft Utilization 5 = Increase HR Efficiency
3 = $5M to $10M 3 = No Change 3 = No Change 3 = No Change
1 = <$5M 1 = Decrease Sat 1 = Decrease Aircraft Utilization1 = Decrease HR Efficiency
Scoring Anchors
Portfolio of Projects/Programs
Performance
Metrics
(Efficiency &
Effectiveness)
Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources
Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition
Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations
Manage Leadership
Development
Manage Communications AdministerPayroll Manage Online Commerce Manage Baggage & Cargo Manage Performance
Manage Regulatory
Compliance
Manage Procurement
Manage Customer
Relationships
Manage Crew Scheduling Manage Benefits
Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources
Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition
Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations
Manage Leadership
Development
Manage Communications AdministerPayroll Manage Online Commerce Manage Baggage & Cargo Manage Performance
Manage Regulatory
Compliance
Manage Procurement
Manage Customer
Relationships
Manage Crew Scheduling Manage Benefits
Organize the Business Manage Financials
Manage Marketing &
Sales
Manage Flight
Operations
Manage Human
Resources
Manage Strategy &
Planning
Manage Fiscal Planning
Manage Offers &
Promotions
Manage Aircraft
Maintenance
Manage Talent
Acquisition
Manage Shareholders Manage Costs Manage Social Marketing
Manage Ground
Operations
Manage Leadership
Development
Manage Communications Administer Payroll
Manage Online
Commerce
Manage Baggage &
Cargo
Manage Performance
Manage Regulatory
Compliance
Manage Procurement
Manage Customer
Relationships
Manage Crew Scheduling Manage Benefits
Manage Ground
Operations
14. Stanford | Center for Professional Development
Strategies(Goals)
Process,Technology,Information
Organization
&
People
Q3 Q4 Q4Q3Q2Q1 Q4Q3Q2Q1 Q4Q3Q2Q1
2013 2014 2015 2016
Standardize Flight Ops to Boeing 737 Aircraft
Achieve 30 Minute Turn-Around Time Target
Standardize Maintenance Facilities
Standardize AircraftLoading & Unloading
Standardize Training
Revamp Ground Crew Scheduling
Revamp Fueling Procedures
Revamp Loading/Unloading Process
Portfolio Road Map
Outputs of EA
Munir
Value
Metrics
(Financial &
Customer)
Business Goals & Strategy
Performance
Metrics
(Efficiency &
Effectiveness)
Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources
Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition
Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations
Manage Leadership
Development
Manage Communications AdministerPayroll Manage Online Commerce Manage Baggage & Cargo Manage Performance
Manage Regulatory
Compliance
Manage Procurement
Manage Customer
Relationships
Manage Crew Scheduling Manage Benefits
Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources
Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition
Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations
Manage Leadership
Development
Manage Communications AdministerPayroll Manage Online Commerce Manage Baggage & Cargo Manage Performance
Manage Regulatory
Compliance
Manage Procurement
Manage Customer
Relationships
Manage Crew Scheduling Manage Benefits
Organize the Business Manage Financials
Manage Marketing &
Sales
Manage Flight
Operations
Manage Human
Resources
Manage Strategy &
Planning
Manage Fiscal Planning
Manage Offers &
Promotions
Manage Aircraft
Maintenance
Manage Talent
Acquisition
Manage Shareholders Manage Costs Manage Social Marketing
Manage Ground
Operations
Manage Leadership
Development
Manage Communications Administer Payroll
Manage Online
Commerce
Manage Baggage &
Cargo
Manage Performance
Manage Regulatory
Compliance
Manage Procurement
Manage Customer
Relationships
Manage Crew Scheduling Manage Benefits
Manage Ground
Operations
Enterprise Business Capability Hierarchy Model (Heat map)
Process, People, Information & Technology
Roadmaps
FY14 FY15 FY16
Q4Q3Q2Q1 Q4Q3Q2Q1 Q4Q3Q2Q1
Capabilities Roadmap
Capabilities
Budget
US$ M
Organize the Business
Manage Regulatory
Compliance
10
Manage M&A
Integration
?
Manage Financials
Manage Fiscal Planning 2
Manage Costs 2
Manage Marketing & Sales
Manage Social
Marketing
14
Manage Online
Commerce
7
Manage Flight Operations
Manage Ground
Operations
18
Manage Crew
Scheduling
6
Manage Customer
Relationships
4
Manage Human Resources
Manage Talent
Acquisition
?
Manage Leadership
Development
5
UnfundedFully Funded
Partially
Funded
Legend
Reference Architectures
Strategies(Goals)
StakeholderValueCustomer
Process,Technology,
Information
Organization
&
People
Q3 Q4 Q4Q3Q2Q1 Q4Q3Q2Q1 Q4Q3Q2Q1
2013 2014 2015 2016
Increase Average Passengers/Flight to 70% Increase Average Passengers/Flight to 90%
Decrease Aging Fleet by 50% – Retire Gen 1 Aircraft
Introduce NextGen Aircraft to Fleet
Achieve #3 in Best Customer Service (JD
Powers)
Achieve #1in Best Customer Service (JD
Powers)
Maintain #1 in Best Customer Service (JD Powers)
Achieve 80% Flights on Time Achieve 90% Flights on Time
Standardize Flight Ops to Boeing 737 Aircraft
Transition to 100% Direct Sales Model (Eliminate Partnerships)
Achieve 30 Minute Turn-Around Time Target
Train Pilots & Crew in NextGen Aircraft Ops
Train Ground Crews in NextGen Aircraft Ops
Revamp Calibration, Recognition,and Rewards Structures
15. Stanford | Center for Professional Development
Skills Required by the Program/Project Manager to
Connect EA to Strategy
Gustav
Some useful skills to have in working with Enterprise Architects:
• Ability to read and translate architecture artifacts into project plan details
• Appreciation for Systems Thinking
• Understand Business, Operating and Systems models (capabilities)
• Strategic Planning
• Business Process Design & Management
16. Stanford | Center for Professional Development
Companies that leverage Enterprise Architecture
Yours…?
Gustav
17. Stanford | Center for Professional Development
The Art of Converting Strategy into Projects
Today’s Agenda:
1) Enterprise Architecture
2) Learning More
3) Q&A
18. Stanford | Center for Professional Development
Delivers lifelong education to increase productivity, support career
growth and strengthen corporate competitiveness.
Professional
Education
Graduate
Programs
Stanford Center For Professional Development
19. Stanford | Center for Professional Development
Stanford University and IPS Learning have created education
programs focused on improving strategic execution
• Directed by Professor Ray Levitt, Civil and Environmental Engineering
• Developed in partnership between SCPD and IPS Learning
• Meets the career-long education needs of professionals, managers and
executives
Stanford Advanced Project Management (SAPM) Program
20. Stanford | Center for Professional Development
Elective Courses (select 3):
Required Courses:
• Converting Strategy into Action
• Executing Complex Programs
• Leadership for Strategic execution
• Bridging Discipline and Agility
• Designing the Organization for
Execution
• Financial Mastery of Projects
• Leading Change from the Middle
• Leading Effective Teams
• Leveraging the Customer
Relationship
• Mastering the Project Portfolio
• Managing Global Initiatives
• Managing Without Authority
• Project Innovation through Design
Thinking
• Project Risk Management
• The Strategic PMO: Projects to
Enterprise
21. Stanford | Center for Professional Development
Courses are available at Stanford, online, and at work.
At Stanford
Come to Stanford to
engage with faculty and
network with professionals
from around the world.
Online
Self-paced, online courses
may be accessed anytime,
anywhere.
At Work
Courses can be offered
at your workplace for
your entire team and
customized to your company.
For more information:
Sam Peters, Client & Learning Services Manager
Toll Free +1.866.802.1152
Outside the US +1.650.725.3016
scpd-apm@stanford.edu
22. Stanford | Center for Professional Development
Thank you!
STANFORD ADVANCED PROJECT MANAGEMENT
CERTIFICATE PROGRAM