In today’s ever-evolving business landscape, aligning project goals with business strategy has become more critical than ever. For over 35 years, James McCoy, PMP, has been helping organizations navigate that alignment with clarity, precision, and measurable impact. A self-described “high geek” with four AI certifications, including the globally recognized CAPMI, McCoy is uniquely positioned at the intersection of technology, communication, and business leadership.
Understanding Business Strategy
Before a project can support a company’s strategic objectives, the project manager must first deeply understand those objectives. “You have to understand the strategy,” McCoy emphasized. “Make sure it’s clear. For example, if a strategy is to deliver quality products on time and on budget. That’s not just a sentence. It’s a direction.” Once the strategy is understood, McCoy says it’s all about translation. “You take those strategic objectives and translate them into measurable project goals. That’s where collaboration across departments comes in. It’s not a solo effort.”
McCoy illustrates this with a simple example: “If the strategy is to be known for on-time, quality delivery, then a corresponding project goal might be to deliver within a realistic timeframe and budget. That’s alignment.”
Meeting Project Requirements Is Critical
According to McCoy, aligning a project with an effective strategy starts with getting the requirements right. “One of the first things we do in a project is requirements, requirements, requirements,” he stated. “It’s the foundation of what we’re going to do.”
McCoy has seen firsthand how ignoring this step can tank a project. “When requirements aren’t done, that’s automatic failure. Even if you do write them down, if you don’t communicate them across departments and stakeholders, you’ve already introduced risk.” This comprehensive scope, at its best, is a collaborative process. “Get all the stakeholders involved. Make sure the client is part of the discussion. And make sure their objectives are being met.”
Leveraging Technology and AI
Incorporating technology like cutting-edge Artificial Intelligence has the potential to enhance the alignment process. McCoy is an enthusiastic supporter of AI, not as a job killer but as a powerful enhancement for project managers. “I’m a geek. I love this stuff! AI helps with admin work, like recording meetings and capturing action items. But more importantly, it helps with analysis and communication.”
AI can be used every day now at an administrative level, taking recordings, action items, helping with ideas, and some administrative tasks.” By utilizing AI for data analysis and decision-making, project managers can ensure their projects are more closely aligned with the overarching business strategies.
McCoy further noted that this consistent project management framework enables project managers and organizations to coordinate multiple projects in alignment with business goals. “Standardizing the way project management software works within your company ensures everyone does it the same way, enters the same things, and reports out the same things.” This uniformity facilitates better tracking of project progress while also improving operational efficiency.
Despite the flood of new technologies, McCoy remains firm in the belief that people are what truly drive success. “You still need someone who can collaborate, who can build relationships, and who can have the tough conversations,” he said. “That’s not tech—that’s leadership.”
For business leaders overseeing projects, McCoy offers a twofold prescription: “First, ensure that your project managers possess strong collaboration and people skills.” Second, ensure you’re using the core processes and artifacts of project management. Like scope management, risk management, and communications management.”
The PMO of the Future
Looking ahead, McCoy sees a strong role for Project Management Offices (PMOs). “At its core, the PMO is there to ensure everyone’s using the same processes,” he explained. “Whether your project managers are centralized or remote, you need consistency in how projects are managed and reported.” He also notes that PMOs are the bridge between company-wide strategy and day-to-day execution. “They help ensure projects aren’t just being done. They’re being done in a way that supports the business vision.”
Final Thoughts: Strategy Isn’t a Slogan
McCoy’s approach to aligning projects with strategy is both practical and deeply human. It’s not about trendy tools or flashy dashboards. It’s about communication, clarity, and collaboration. “Strategy isn’t just a slogan,” he said. “It’s the north star. And when project goals point in the same direction, success isn’t just possible. it’s expected!”
If you want to stay on the cutting edge of project management, AI trends, and real-world leadership in action, follow James McCoy on LinkedIn.
