In complex Projects, strategy is about taking a medium/long term view and devising long-term action plans. Strategy is all about making sense of current events with sufficient perspective so as to respond adequately to what is happening. This capability builds on a systemic understanding of all the key drivers of Project success. In large Projects, the Project Control Manager is the only Project Team Member apart from the Project Manager that has the time and the means to develop that strategic capability. In our new White Paper 2017-06  we explore how Project Control Managers can step up to the necessary strategist role.

The keys to success include making sufficient time and keeping sufficient resources for the strategist role:

• Spend sufficient time on forecasting apart from actuals gathering and reporting,
• Always look for the root-cause beyond the obvious,
• Exploit inconsistencies from different functions as signals for evaluation.

There are three levels at which the Project Control Manager can operate in his role as Project strategist:

• A basic level, where after the initial setup period the Project Control Manager positions himself as the go-to person of the Project Manager for any kind of analysis, scenario planning and forecast,
• An intermediate level where the Project Control Manager proactively raises to the Project Manager those deviations which appear after analysis to have possible significant consequences, as well as any evidence of a dysfunction in processes applied by the Project team,
• An advanced level where the Project Control Manager will propose creative, not immediately obvious strategies to enhance the value of the Project, taking a long term strategic view. These strategies often require a very long consistent implementation to be effective. At this level, the Project Control Manager acts effectively as a deputy Project Manager.

The Project Control Manager must develop into a trusted advisor to the Project Manager. He must make the time after Project start-up to play an indispensable role of taking systematically a medium to long term view and help the Project Team respond rather than react to external events. Further, the Project Control Manager must be a key contributor and primary implementer of the Project strategy, in particular regarding Contract management. The full availability of Project data must enable him to develop fine analysis of events, identify Weak Signals and propose improvements and alternatives for the benefit of the Project.
Being relatively sedentary the Project Control Manager should also act as the reliable delegate of the Project Manager when he is on the road.

Read our new White Paper 2017-06 ‘How Project Control Managers Can Step Up To Their Strategist Role’!

If you can’t access the link to the white paper, copy and paste the following link in your browser: http://www.projectvaluedelivery.com/_library/2017-06_PCM_strategic_role_v0.pdf