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by Jack Duggal
The DNA of Strategy Execution
COVER
TITLE PAGE
1 INTRODUCTION: STRATEGY EXECUTION IN A DANCE‐WORLD
RECOGNIZE THE DANCE: THE NEED TO RETHINK AND REDESIGN
THE EVOLUTION OF MANAGEMENT FOCUS
AGILE DANCE AND BEYOND
APPROACH
BACKGROUND
2 AGILITY: RIGOR WITHOUT RIGIDITY
HOW TO REFRAME THE ORGANIZATIONAL OPERATING SYSTEM AND MINDSET
DISTINGUISHING TRADITIONAL VERSUS EVOLVING APPROACHES
WHAT IS NEXT‐GENERATION PROJECT MANAGEMENT AND PMO?
HOW TO DESIGN EFFECTIVE BOUNDARIES
SEVEN KEYS FOR EFFECTIVE PROJECT MANAGEMENT AND PMO FOCUS AND RESULTS
KEY TAKEAWAYS
3 DNA OF STRATEGY EXECUTION
THE JOURNEY OF DECODING THE DNA
THE DNA UNDER THE MICROSCOPE
GETTING STARTED: HOW TO APPLY THE DNA TO PROJECT MANAGEMENT OR PMO
WHAT ARE THE ROLES, TYPES, MODELS, FRAMEWORKS, AND FUNCTIONS OF A PMO?
DEVELOPING DNA MATURITY AND INTELLIGENCE
KEY TAKEAWAYS
4 STRATEGY
WHAT IS STRATEGY?
WHAT IS THE ROLE OF PROJECT, PROGRAM, PORTFOLIO, AND PMO IN STRATEGY?
THE DNA STRANDS OF STRATEGY
HOW CAN THE PMO LINK STRATEGY WITH EXECUTION?
SELECTING, PRIORITIZING, AND BALANCING: PORTFOLIO MANAGEMENT
ENABLING EXPLORATION AND INNOVATION
EVALUATING RESULTS, VALUE, AND IMPACT
DEVELOPING PROJECT MANAGEMENT AND PMO STRATEGY INTELLIGENCE
KEY TAKEAWAYS
5 EXECUTION
WHAT IS EXECUTION?
DECODING THE DNA STRANDS OF EXECUTION
PEOPLE: DEVELOPING STRATEGY EXECUTION CAPABILITIES WITH THE RIGHT TALENT
PROCESS
TECHNOLOGY: TOOLS, SYSTEMS, APPS, AND BOTS
FLOW
DESIGNING AN ADAPTIVE EXECUTION PLATFORM
BUILDING EXECUTION INTELLIGENCE
KEY TAKEAWAYS
6 GOVERNANCE
TO DEFINE EFFECTIVE GOVERNANCE, UNDERSTAND ITS PURPOSE
THE STRANDS OF GOVERNANCE
PMO ROLE IN GOVERNANCE
ADAPTIVE GOVERNANCE
DEVELOPING GOVERNANCE INTELLIGENCE
KEY TAKEAWAYS
7 CONNECT
DISCONNECTED AND ADRIFT
POWER OF CONNECTIONS
THE DNA STRANDS OF CONNECT: HOW AND WHAT TO CONNECT
DEVELOPING CONNECT INTELLIGENCE
KEY TAKEAWAYS
8 MEASURE
WHY DOES MEASUREMENT CONTINUE TO BE ELUSIVE AND CHALLENGING?
THE DNA STRANDS OF MEASURE
DEFINING AND MEASURING PROJECT SUCCESS
OBJECTIVES AND KEY RESULTS (OKRs)
DEVELOPING AN INTEGRATIVE APPROACH: STRATEGY EXECUTION MEASUREMENT FRAMEWORK
MEASURING AND SHOWING PMO VALUE
NEXT‐GENERATION MEASURES
DEVELOPING MEASURE INTELLIGENCE
KEY TAKEAWAYS
9 CHANGE
CHANGE IS THE CATALYTIC ELEMENT IN THE DNA OF STRATEGY EXECUTION
CHANGE IS HARD
THE DNA STRANDS OF CHANGE
HOW TO DEVELOP CHANGE INTELLIGENCE
CHANGING THE WORLD WITH CHANGE INTELLIGENCE
KEY TAKEAWAYS
10 LEARN
TRADITIONAL PM AND PMOs ARE NOT ORGANIZED FOR LEARNING
LEARNING FROM FAILURE
HOW TO MAKE FAILURE SURVIVABLE
THE DNA STRANDS OF LEARN: 7 C's OF CULTIVATING A LEARNING ENVIRONMENT
CONTINUOUS INNOVATION
DEVELOPING LEARNING INTELLIGENCE
KEY TAKEAWAYS
11 SIMPLIFY: BUILDING THE DEPARTMENT OF SIMPLICITY
KILL THE PMO?
WHY IS SIMPLICITY A STRATEGIC IMPERATIVE IN TODAY'S DISRUPTIVE DANCE‐WORLD?
HOW TO BUILD A DEPARTMENT OF SIMPLICITY
RETHINKING MATURITY: SUBTRACTION, NOT ADDITION
DEVELOPING SIMPLIFY INTELLIGENCE
KEY TAKEAWAYS
12 BALANCE: DANCE‐ING ON THE EDGE OF CHAOS
LEARNING TO DANCE
AGILE BEING AGILE
THRIVING AT THE EDGE OF CHAOS
WHAT IS THE NEXT GENERATION?
TEN SKILLS FOR NEXT‐GENERATION PROJECT MANAGEMENT AND PMOS
APPLICATION QUESTIONS
FEEDBACK LOOPS: PROJECT MANAGEMENT/PMO DELIGHT INDEX (PDI)
BEN OR BOB?
A APPLICATION OF DNA OF STRATEGY EXECUTION
B PMO FUNCTIONS AND ACTIVITIES SERVICE CATALOG
BIBLIOGRAPHY
ACKNOWLEDGMENTS
ABOUT THE AUTHOR
INDEX
END USER LICENSE AGREEMENT
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COVER
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ADVANCE PRAISE FOR
Table of Contents
COVER
TITLE PAGE
1 INTRODUCTION: STRATEGY EXECUTION IN A DANCE‐WORLD
RECOGNIZE THE DANCE: THE NEED TO RETHINK AND REDESIGN
THE EVOLUTION OF MANAGEMENT FOCUS
AGILE DANCE AND BEYOND
APPROACH
BACKGROUND
2 AGILITY: RIGOR WITHOUT RIGIDITY
HOW TO REFRAME THE ORGANIZATIONAL OPERATING SYSTEM AND MINDSET
DISTINGUISHING TRADITIONAL VERSUS EVOLVING APPROACHES
WHAT IS NEXT‐GENERATION PROJECT MANAGEMENT AND PMO?
HOW TO DESIGN EFFECTIVE BOUNDARIES
SEVEN KEYS FOR EFFECTIVE PROJECT MANAGEMENT AND PMO FOCUS AND RESULTS
KEY TAKEAWAYS
3 DNA OF STRATEGY EXECUTION
THE JOURNEY OF DECODING THE DNA
THE DNA UNDER THE MICROSCOPE
GETTING STARTED: HOW TO APPLY THE DNA TO PROJECT MANAGEMENT OR PMO
WHAT ARE THE ROLES, TYPES, MODELS, FRAMEWORKS, AND FUNCTIONS OF A PMO?
DEVELOPING DNA MATURITY AND INTELLIGENCE
KEY TAKEAWAYS
4 STRATEGY
WHAT IS STRATEGY?
WHAT IS THE ROLE OF PROJECT, PROGRAM, PORTFOLIO, AND PMO IN STRATEGY?
THE DNA STRANDS OF STRATEGY
HOW CAN THE PMO LINK STRATEGY WITH EXECUTION?
SELECTING, PRIORITIZING, AND BALANCING: PORTFOLIO MANAGEMENT
ENABLING EXPLORATION AND INNOVATION
EVALUATING RESULTS, VALUE, AND IMPACT
DEVELOPING PROJECT MANAGEMENT AND PMO STRATEGY INTELLIGENCE
KEY TAKEAWAYS
5 EXECUTION
WHAT IS EXECUTION?
DECODING THE DNA STRANDS OF EXECUTION
PEOPLE: DEVELOPING STRATEGY EXECUTION CAPABILITIES WITH THE RIGHT TALENT
PROCESS
TECHNOLOGY: TOOLS, SYSTEMS, APPS, AND BOTS
FLOW
DESIGNING AN ADAPTIVE EXECUTION PLATFORM
BUILDING EXECUTION INTELLIGENCE
KEY TAKEAWAYS
6 GOVERNANCE
TO DEFINE EFFECTIVE GOVERNANCE, UNDERSTAND ITS PURPOSE
THE STRANDS OF GOVERNANCE
PMO ROLE IN GOVERNANCE
ADAPTIVE GOVERNANCE
DEVELOPING GOVERNANCE INTELLIGENCE
KEY TAKEAWAYS
7 CONNECT
DISCONNECTED AND ADRIFT
POWER OF CONNECTIONS
THE DNA STRANDS OF CONNECT: HOW AND WHAT TO CONNECT
DEVELOPING CONNECT INTELLIGENCE
KEY TAKEAWAYS
8 MEASURE
WHY DOES MEASUREMENT CONTINUE TO BE ELUSIVE AND CHALLENGING?
THE DNA STRANDS OF MEASURE
DEFINING AND MEASURING PROJECT SUCCESS
OBJECTIVES AND KEY RESULTS (OKRs)
DEVELOPING AN INTEGRATIVE APPROACH: STRATEGY EXECUTION MEASUREMENT FRAMEWORK
MEASURING AND SHOWING PMO VALUE
NEXT‐GENERATION MEASURES
DEVELOPING MEASURE INTELLIGENCE
KEY TAKEAWAYS
9 CHANGE
CHANGE IS THE CATALYTIC ELEMENT IN THE DNA OF STRATEGY EXECUTION
CHANGE IS HARD
THE DNA STRANDS OF CHANGE
HOW TO DEVELOP CHANGE INTELLIGENCE
CHANGING THE WORLD WITH CHANGE INTELLIGENCE
KEY TAKEAWAYS
10 LEARN
TRADITIONAL PM AND PMOs ARE NOT ORGANIZED FOR LEARNING
LEARNING FROM FAILURE
HOW TO MAKE FAILURE SURVIVABLE
THE DNA STRANDS OF LEARN: 7 C's OF CULTIVATING A LEARNING ENVIRONMENT
CONTINUOUS INNOVATION
DEVELOPING LEARNING INTELLIGENCE
KEY TAKEAWAYS
11 SIMPLIFY: BUILDING THE DEPARTMENT OF SIMPLICITY
KILL THE PMO?
WHY IS SIMPLICITY A STRATEGIC IMPERATIVE IN TODAY'S DISRUPTIVE DANCE‐WORLD?
HOW TO BUILD A DEPARTMENT OF SIMPLICITY
RETHINKING MATURITY: SUBTRACTION, NOT ADDITION
DEVELOPING SIMPLIFY INTELLIGENCE
KEY TAKEAWAYS
12 BALANCE: DANCE‐ING ON THE EDGE OF CHAOS
LEARNING TO DANCE
AGILE BEING AGILE
THRIVING AT THE EDGE OF CHAOS
WHAT IS THE NEXT GENERATION?
TEN SKILLS FOR NEXT‐GENERATION PROJECT MANAGEMENT AND PMOS
APPLICATION QUESTIONS
FEEDBACK LOOPS: PROJECT MANAGEMENT/PMO DELIGHT INDEX (PDI)
BEN OR BOB?
A APPLICATION OF DNA OF STRATEGY EXECUTION
B PMO FUNCTIONS AND ACTIVITIES SERVICE CATALOG
BIBLIOGRAPHY
ACKNOWLEDGMENTS
ABOUT THE AUTHOR
INDEX
END USER LICENSE AGREEMENT
List of Tables
Chapter 2
Table 2.1: Sample Q‐Storm of what we need to do to take the PMO to the next level
Table 2.2: Sample Questioning Techniques
Table 2.3: Forced Compliance versus Voluntary Compliance and Commitment
Table 2.4: How to Use the Seven Keys to Unlock Effective Project Management and PMO Focus and Results
Chapter 3
Table 3.1: DNA Strategy Execution Questions Framework
Table 3.2: PMO Models, Roles, Personas, and Primary Functions
Table 3.3: PMO Frameworks
Chapter 4
Table 4.1: The DNA Strands of Strategy
Chapter 5
Table 5.1: The Difference between Execution and Strategic Execution
Table 5.2: Three Levels of Process: Organizational/PMO versus User/Customer Perspective
Table 5.3: Planning versus Design
Chapter 8
Table 8.1: Outputs versus Outcomes
Chapter 9
Table 9.1: Nudge Heuristics Relevant to PMs and PMOs
Table 9.2: Managing Change versus Changemaking
Chapter 10
Table 10.1: Organizing to Execute versus Organizing to Learn
Table 10.2: How to Avoid Repeat Failures
Chapter 11
Table 11.1: PMO Sample Grid
List of Illustrations
Chapter 1
Figure 1.1: Building the Plane
Figure 1.2: Flying the Plane
Figure 1.3: Playing Pool
Figure 1.4: Playing Pinball
Figure 1.5: Complexity Continuum
Figure 1.6: Dealing with the Simple to Complex
Figure 1.8: Which game are you playing?
Chapter 2
Figure 2.2: Rigor vs. Responsiveness
Figure 2.3: How to Achieve Balance
Figure 2.4: Future Fitness Matrix
Chapter 3
Figure 3.1: Identifying the DNA I
Figure 3.2: Identifying the DNA II
Figure 3.3: Identifying the DNA III
Figure 3.4: The DNA of Strategy Execution
Figure 3.5: The DNA of Strategy Execution under the Microscope
Figure 3.6: Project Managers Empathy Map
Figure 3.7: Executives Empathy Map
Figure 3.8: Strategy‐Execution Continuum
Chapter 4
Figure 4.1: Move the Needle and Widen the Wedge
Figure 4.2: The DNA Strands of Strategy
Figure 4.3: Business Model Canvas
Figure 4.4: Initiative Review Template
Figure 4.6: PPM Selection Criteria
Figure 4.7: Multivariable Bubble Chart
Figure 4.8: Impact of DANCE on Resource Planning
Figure 4.9: Benefits Map
Chapter 5
Figure 5.1: DNA Strands of Execution
Figure 5.2: PMI Talent Triangle
Figure 5.3: Talent Triangle Skills
Figure 5.4: Sample PM Career Path
Chapter 6
Figure 6.1: The DNA Strands of Governance
Chapter 7
Figure 7.1: The DNA Strands of Connect
Figure 7.2: Org Chart versus Informal Network
Figure 7.3: Stakeholder Network Analysis
Figure 7.4: Features of Informal Networks
Figure 7.5: Stakeholder Leverage Matrix
Chapter 8
Figure 8.1: DNA Strands of Measure
Figure 8.2: Net Promoter Score
Figure 8.3: Different Types of Measures
Figure 8.5: Mirroring Project Outputs and Outcomes
Figure 8.6: Parallel Balance
Figure 8.7: Diamond
Chapter 9
Figure 9.1: The DNA Strands of Change
Figure 9.2: Empathy Map of Project Managers who have to use the new Reporting Template
Chapter 10
Figure 10.1: The DNA Strands of Learn—The 7 C's
Chapter 11
Figure 11.2: Pablo Picasso – Bull Suite of Eleven Lithographs 1945–1946
Chapter 12
Figure 12.1: Balancing along the Complexity Continuum
Guide
Cover
Table of Contents
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