Leadership Toolbox for Project Managers by Dion Michel A

Author:Dion, Michel A
Language: eng
Format: epub
Publisher: Michel A Dion
Published: 2015-02-12T16:00:00+00:00

CHAPTER 9

Strategic thinking

The strategic leader

If project management is to be a useful strategic tool in organization, then project managers must learn to think and act at that level. Project management should not just be an administrative and tactical tool. Yes, the methodology includes many tools, processes, and techniques, but as a leader, it is important to think a level above this and be strategic. Otherwise, the project manager is only a taskmaster, diligently supervising tasks during all phases of the project. Doing so limits the value added by the project manager and leaves the strategic thinking to someone else. It is always best to be a strategic project leader, as this will enhance our value for our clients. This should not be viewed as a luxury or left completely to others.

Project management is rarely boring. Often, our projects keep us very busy, and our world is full of activity, dynamic, and constantly evolving. But it is not okay to be busy without a larger plan. As a leader, you must take the time to step back, reflect, think strategically, and create a vision. Managing tasks can certainly keep the project manager busy, but without strategic thinking he may end up being busy with no or very little result.

Strategic thinking is fundamental in leadership. While a leader should be able to influence others and motivate the team, if he doesn’t have a strategy, he reduces his role to one of cheerleading. Leadership without strategic thinking and decision-making would be very limited.

To maximize our efficiency as leaders, we must be strategic, bringing vision, strategic analysis, and decision making to our project. We must be someone who the team, the sponsor, and other key stakeholders can rely on for our thinking and judgment. They all want and benefit from having a project manager who can play at the strategic level and thus add maximum value to the project.

Vision

To play the complete role of a leader, it is important to understand the why of the project. The strategic vision must be developed with a deep understanding of the end results and why the project matters. You must be able to communicate this vision of the project in a compelling way.

This vision is rarely given to you crystal-clear in the project charter as something imposed on you by others. Still, part of the vision will come to you in that way, since we often lead projects on behalf of others. Unless you are the owner and president of your company, you do not complete the project ultimately for yourself.

Remember, the project sponsor is looking for the value in the project. The methodology is only a tool to deliver that value. Go in-depth strategically in understanding the business case behind the project. Make sure you understand why it was approved, even before the project initiation phase. It is much better to understand the full life cycle of the deliverables, even after the closing phase of the project.

It is very important to understand and respect the goals and perspectives of the clients.

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