Published:
November 20 2009, 02:16 PM
by
Steve Romero
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I recently read an online CIO Magazine Article about studies showing the link between project success and business strategy http://bit.ly/2xi1zs. The upshot is that business strategy is the best determinant of project success.
When I saw the title of the article my initial responses was, "OF COURSE projects tied to business strategy will be more successful." While I am pleased there is specific research (excellent data in the CIO article) to support the connection between business strategy and project success, my pleasure was tempered by an inescapable frustration caused by the prospect that there are folks in need of this fundamental insight. As I read the post I found myself becoming more and more incredulous as I noted one obvious conclusion after another.
As my heart-rate rose with each passing paragraph I was rescued by a closing observation: that the connection between business strategy and projects (investments) is fostered and assured through Portfolio Management (which I refer to as Project and Portfolio Management, or PPM). Oh joy! I'm not being sarcastic. I found myself saved by those words. I could feel my blood pressure returning to normal as I reflected on my favorite of all IT Governance processes.
When I deliver my PPM presentations, I list "connection to business strategy" as the most critical criteria for project approval and subsequently, potential project success. Certainly there are many more criterion organizations can and should use when reviewing and potentially approving project requests. But first and foremost is always the investment's connection to defined business strategy. It is the primary question the PPM Investment Governance Committee should ask of any project requestor. "What? You don't know what business strategy your request supports? NEXT!"
OK, I admit, it is happening yet again. I am sitting on a flight from Chicago to San Francisco and I am getting worked up once more. And I think that is the point of this post. Is it me?!?
Are my expectations to high? Is my view askew?
Now don't get me wrong, I have been evangelizing IT Governance and PPM for over 3 years now (see my last post), so I don't need a reality check. I have visited well over 100 companies and I have now talked to thousands of people around the world in forums of every shape and size. I know firsthand how immature IT Governance and PPM processes are in most organizations. I am glad to patiently and thoroughly help folks understand these essential and critical disciplines. I point them to incredible research, insights and thought leadership available from MIT's Center for Information Research (CISR), Gartner, Forrester, the IT Governance Institute, PMI, itSMF, and the list goes on.
But we're talking CIO magazine here. They present the studies and their findings as if it is news. Again, I admit it might just be me. Maybe I do expect too much. Maybe I am too immersed in the discipline. The point of the post: the link to business strategy is "the best determinant." Maybe that is news. I should just be glad that CIO is providing this invaluable insight and the scope of their reach will make even more people aware of the connection between business strategy and project success.
At the very least, I should be thankful for the therapy. Reading the article and going through the emotional rollercoaster will hopefully have a cathartic effect. It might be the outlet I need to ensure I continue to accept the immaturity of IT Governance and more specifically, PPM. As I said in my last post, the most gratifying aspect of my job at CA is helping other people to succeed. I doubt I will be able to do so if I am shaking them by their lapels screaming, "Of course projects linked to business strategy are more likely to succeed!" (I have to confess, that little fantasy felt pretty good. I'm going to have to watch that.)
So, in recognition of the potential need for a reality check, I would love to hear from you. Do you think the connection between business strategy and project success if obvious? Can you identify the business strategy associated with each of the projects underway in your organization?
Consider your answers part of my therapy.
Steve Romero, IT Governance Evangelist