The Project-Centric Approach, Part 4

Projects Help Everybody to Think Strategically
by R. David Hofferberth, Service Performance Insight

In the previous parts of this series, I’ve explained how businesses who think in terms of projects have better information from which to make strategic decisions. The strategic aspect of the project-centric approach doesn’t only help management make the big decisions—it also helps workers at all levels understand priorities and efficiencies better.

Too often project prioritization and funding is done in a vacuum, with very little apparent “rhyme or reason” as to why specific projects get funded, while other, perhaps seemingly more important work, is not. The project-centric approach shows everyone in the organization the relative threshold for project consideration, and therefore individuals with perceived project needs can efficiently analyze potential work to see if it could be deemed as fundable.

This approach to business will obviously compel people to carefully consider their own work. People who work on projects are more likely to think of their work as a series of investments (of their time and effort) and returns on those investments for the company—as opposed to a stream of activity with undetermined value. As project workers, they can better understand how to minimize variances, correctly state costs and benefits, and reduce risks to themselves, the work of their teammates, and the business as a whole.

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