Development at the Strategic Context

Strategic development is a focus game, as the process progresses it continuously changes, and with it, the type and nature of the challenges changes as well. If in the initial stages, the emphasis is more on planning (preliminary and detailed design) as the project move’s on, the challenges become more specific and detailed oriented as the high-level planning meet reality. While the focus comes down from the high-level plane to the real world, the micro terrain becomes apparent, and problems evolve from a general goal-oriented to more detailed oriented technical and logistic challenges. At this point, strategic project management becomes the most critical. Balancing between the micro details and the high-level picture is vital to ensure effective progress. I have marked out the critical steps to consider when approaching such challenges.

Proper planning:

Planning is the obvious first step and the most critical. In general, the planning could be split into two categories; the first is conceptual, a clear definition of the project’s mission statement and the second is technical, typically in the form of a requirement list. Both aspects are vital in order to construct a realistic project plan and to define timelines, milestones and designate the resources required. Marking the final target of the project also serves as a mechanism for clarity, both internally and externally. Internally; it will allow the team to make decisions without consulting with the manager on every issue. This will serve to inspire a more independent “Thinking team”, which will boost productivity. Externally; communication up the chain of command will allow for better visibility for decision-making level and will also allow for more flexibility when the plan will need to be updated or modified (and it will). 

Are you developing in the right direction?

As you approach a new challenge, ask yourself this question; Am I developing in the right direction? Meaning, what will be the implication of the next steps or its long-term results on the overall goal? The answer to this question might be surprising, as sometimes an excessive action might be mistaken for actual progress. In other words, the next planned step that is about to be executed will have limited to no effect on the strategic goals of the project. But at the same time will create the illusion of forward progress. For example; before a planned test, a deep consideration of the conditions and possible outcomes might reveal that the conditions defined for the test or the way that the test is constructed, does not align or is irrelevant to the real world where the system will be operating in. Such understanding will help to simplify or completely cancel unproductive steps, thus saving critical resources.

Verifying the direction:

Sometimes tactical consideration comes into play. It might be a customer request, unexpected test results or a logistics issue that will require a change of direction from the original plan. At those stages, there is a natural tendency to overcome the challenge by taking the easy path. However, many times such decision will result in a major change to the strategic outcome of the project which will not be apparent unless the new outlined path and its long-term effects will be examined against the original goals and requirements.

Make conscience decisions

Decision making is one of the biggest building blocks of strategic project management. While the reason to make a specific decision might vary, it is vital to consciously note what the facts at the root of each one are. Noting the reasons behind a decision will ensure that the decisions that were made are based on real facts (and not designed by rumours). Also, it will provide clarity for when subordinates or managers will challenge them. Remember that not making a decision is, in fact, making another decision passively, such an act should be address in the same conscious manner as an active one.