It isn't the Project Manager

In my previous post I responded to an article in PM Network about the use of strategic business alignment, or what I refer to as business value, as a project variable.  In this article the author called upon the project manager to be more business-aware and consider the project's affect on the organization's strategies.  While I completely agree with the need for increased viability of business value and the use of business value as a project management variable, I think the author is not correct in calling out the project manager to make this change.  It is not the project manager that must move towards a business-value centered project but rather the entire organization; or at least the project management office.

First of all, project management is an operational position.  This individual is tasked with planning, executing, controlling, and evaluating a project.  This means the project manager is focused on a single project and working towards its completion.  Secondly, business value needs to be aligned with the organization's strategies and these strategies should determine those projects that are funded.  Proper business alignment means that each project is associated with a strategic objective or goal.  As a result, the existence of the project should imply some form of strategic value.

The strategic value should be articulated in the project charter and, therefore, should become a success measure for the project.  The sponsors and strategic leaders of the organization should have already established the strategic value for the project.  The project manager should shift her/his perspective to consider this strategic value but the project manager it not in a position to move the organization to a business value-centered project management practice.

While I appreciate the points the author made in the article.  I believe this article should be targeted toward a different audience; strategic managers and directors of project management offices.