My success, part of it certainly, is that I have focused in on a few things
– Bill Gates
Once you have a hoshin plan detailing for all to see what your organization’s priorities are, it’s time to face the reality of all the other projects. This is often a come-to-Jesus time when organizational politics can reach a fever pitch as project owners pitch why their projects, perhaps their raison d’être, deserves survival. It is also a great time to demonstrate the power of the hoshin plan as well as your leadership commitment to a new, defined path forward.
Compile a list of all current projects and significant activities. This, in itself, will probably be an eye-opening experience. Then, as a team, map that list against your Principles, Why?, Mission, and hoshin plan. The hoshin plan obviously will not list all appropriate or valuable projects, but those should be the highest priority objectives. However, any other projects must align to the Principles, Why?, and Mission, and support and not conflict with the hoshin plan.
Project managers and teams on projects that no longer align to the organization’s future path should not be fearful. If done correctly, the projects on the hoshin plan will stretch the organization, and therefore will need experienced project managers and teams.
Think about how much easier your leadership role will be when all projects are identified and are aligned with a hoshin plan that the organization owns and supports. Not to mention the resources that are being saved or better invested.
Once again, consider the same for you personally. What are you working on that isn’t giving you value or contributing to your own plan?