List of Strategic Goals

Timely delivery of the Project within project Budget

Arranging resources, construction equipments, tools & tackles and manpower
Building Teams and delegating responsibilities
Efficient Utilization of Resource and Strong Site Supervision
Operational Execellence
Managing relationship with Client
Revenue Generation and Profitability
Change request and Change order management
Claims: EOT and Acceleration Claims
Implementing Quality Assurance and Controlling the Quality of the Construction deliverables
Plan & Manage safety during site construction work
Progress tracking, monitoring and control site construction activities as per project plan
 Stragtegic Goal
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5 Operational Excellence
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Implementing Project Execution Strategy:
Project Execution Strategy must align with the Overall Company strategy, mapping the actions of the project to the
In Project Execution. The Project Manager must employ strategies that revolve around supporting the team.
A Project Manager must encourage an Environment of Collaboration, and ensure that no one in the team is judged o
and challenge what's being done in pursuit of the best possible solution.
Judgement makes you self critical: The more you judge others,the more you judge yourself. By constantly seeing the
This can lead to increase in stress, Stress can weaken the immune system and cause high blood pressure, fatigue, de
Project Manager must proactively seek to resolve any challenges, and work with the stakeholders to ensure the tea
need to be successful, and communicate what’s happening to all stakeholders at all the times.
PROJECT EXECUTION STRATEGY: OPERATIONAL EXECELLENCE PROJECT START DATE CLOSING DATE

STRATEGY ALIGNMENT 00/00/0000 00/00/0000

CONCISE OVERVIEW
Lower operational risk, lower operating costs, and empower employees. CLOSING FOLLOW-THROUGH

PROJECT EXECUTION ASSIGNED

ESSENTIAL QUESTION SUPPORTING ACTIONS WHAT WENT WELL WHAT NEEDS TO CHANGE
GOAL TEAM MEMBER

Can every team member articulate Have regular check-ins with the team. PM/Team
As problems arose midway through the
what their colleagues are focused on?
The kick-off meeting went well and the project, communication dropped off. We
Have a kick-off agenda item. PM team members were on board with the need to build in more quick check-ins.
INCREASE idea of a communication calendar. We may even increase to daily check-ins
COMMUNICATION toward the end of a project.
Make a communication calendar. Admin

Can every team member identify

The newly formed team could foresee 75 Involve more departmental leadership in
dependencies in order to set realistic Check task and resource dependencies. Team Members
percent of dependencies. the future.
expectations?

How will stakeholders receive We implemented a new communication

Set the stakeholder communication schedule. PM The meetings were not efficient,
updates? schedule.
increasing the team's frustration. We
INCREASE
must have training regarding meeting
STAKEHOLDER What level of interaction will satisfy Communicate the need for regular updates. PM
The communication schedule kept more guidelines. Create a one-sheet for the
ENGAGEMENT your project goals and increase
team members aware of their progress. leadership.
stakeholder engagement? Use stakeholder time carefully -- ensure the
PM
efficiency of meetings and cancel them as needed.

How will we know that all the project Have a kick-off agenda item. PM/Team Increasing the agenda's strategy visibility On the next project, allocate more time
members understand what the goals and clarifying the plan's language to strategy meetings and assess whether
are? Implement a messaging plan that connects with the improved the team's understanding. that adjustment increases or decreases
PM
TEAM ALIGNMENT TO strategy. productivity.
STRATEGY
Increasing the time we allot to team
alignment at the start of the project had a
Have regular check-ins with the team. PM
positive impact on the overall success of
the project.
Type of Execution Gap Cause

Lack of Shared Understanding: 

In the article, Eva Bittner and Jan Marco
Leimeister define shared understanding as:
“an ability to coordinate behaviours toward
Poor communication of planned strategic
common goals or objectives of multiple agents
goals across the team, and little
within a group based on mutual knowledge,
consideration to designing a collaboration
beliefs and assumptions on the task, the group,
strategy to strengthen team bonds and lead
the process or the tools and technologies used
a cohesive work dynamic
which may change through the course of the
group work process due to various influence
factors and impacts group work processes and
outcomes.”

Internal Miscommunication: Failure to Unclear communication channels; lack of

communicate adequately between team defined roles, responsibilities, and reporting
members (and stakeholders). structure

Assuming stakeholders will naturally engage

Low Stakeholder/ Client Engagement: 
on their own and are as invested in the
Inadequate involvement of the individuals
project at the same depth as the project
actively assigned to the project.
manager

Scope Creep: Adding unplanned specifications The client

to the or stakeholder
project adds more
without regard to impact
to the the on time,
project after it has launched
Dependencies and Project Handoff:  Lack of planning extra time for transitions 
As a project moves through execution, it relies on
people outside the core project team for
completion. Each transition presents an Ignoring the extra time needed when a
opportunity for an execution gap, as you’ll often project moves from one group to the next
be waiting on other departments or onboarding up 
new people midproject. Overlooking any time a task is dependent
on another

Monitoring and Controlling: 

Tracking key performance indicators (KPIs) and
Assuming the project will go smoothly on its
other metrics to maintain the status of the project
own after the kickoff meeting
and taking actions to correct the project if the
metrics indicate it is veering off-course.
Risk
Loss in organizational productivity and team
effectiveness
Slows down the project execution timeline
Deteriorates team cohesion and
effectiveness
Potential loss of employee satisfaction,
which can lead to long-term employee
retention issues
Higher probability of a dissatisfied
stakeholder with the project
Unrealistic expectations of the project’s
capabilities and capacity
Increased strain on existing resources,
such as cost and time.  that budgets for scope creep contingency.
Missing project goals and potential project Create room for scope creep by
failure.
Increased team stress and decreased long-
term productivity.
Prevention Strategy
Add regularly scheduled check-in meetings
to team members’ calendars before the
project launches. 
Don’t skip the kickoff meeting. Make sure
all team members are in agreement on the
project goals by using check-in techniques
for all team members to articulate the goals
and ask questions. 
Share the strategy. It may feel redundant to
share the strategy after making the project
charter, but team members need a broad,
one-sheet overview as a quick reference. 
Ensure the proper onboarding of the team.
Orient them to the project using
management techniques such as team
contracting.
Don’t assume the team or stakeholders will
know how to engage proactively. Build in
the expectation to regularly communicate
and to check all team members’
understanding of their own role, as well as
others’ roles. 
Use a project organization chart to help
clarify and provide a reference to team
members.
Adopt a stakeholder engagement plan to
communicate project processes and
timelines. Schedule update reports. 
Involve stakeholders in the process early
and often. Take on the proactive role in
sponsor and client engagement as part of
project management responsibilities.
Plan the project execution process in a way
 
underpromising and overdelivering.
 Buffer the expected schedule any time a
project handoff happens or when new team
Slows down the project, creating confusion 
members join the execution process to
account for learning time.
Prior to the project start, identify the
Creates blocks in the flow of the expected
dependencies and anticipate where
project timeline
bottlenecks will most likely occur.

Develop a “north star,” measurable goals,

and metrics to keep the team on track.
Keep it at the top of each meeting agenda. 

Project failure due to missing goals
Regularly check in with team members to
discover what support they need
throughout the project. 
Align the goals, signals, and measures with
the strategy. Keep the north star at the
forefront of the team’s mind.