AS2Critical Reflective Journal (Article)

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An introduction
Organisational strategy is being defined as the relevant strategy to achieve long term goals of the business. For this, managers in organisation design the relevant strategic plan to achieve objective and enhance improvement at company levels (Walecka-Jankowska and Zimmer, 2019). Thus, project managers would not only achieve the project goals by managing time and budgets. There is strategic need of the project managers to align the goals of project with the relevant organisation. Project manager need to understand the strategic view and reason behind the project management.
For example, the organisational strategy of any organisation of UK is to achieve strategic advantage against the competitors through digital transformation. This is generally the long term objective of the organisation to configure the best utilisation of resources and plan for achieving objectives (Cacciolatti and Lee, 2016). This strategy is associated with long term direction of the company to get competitive advantage.
Thus, project managers act as the medium that would manage the strategic goals of organisation and plan project effectively to bring transformation in business. Project managers successfully build the framework and take strategic decision to achieve the defined objectives. Project management is important because it helps team to achieve productivity and drive out the best value from the organisation (Bartsch et.al. 2013). Project manager would accordingly manage the project keeping in consideration about the long term goals of the business.

Role as a Project Manager
Project Portfolio management: The role of strategic project manager is based on achieving the relevant business results. Being a project manager, the focus of the project would be based on improving customer satisfaction, planning against the competition and ensuring long term success and profitability (Aga et.al. 2016). I would generally focus on meeting deadlines, operating with budget and focussing on the long term perspective. Project portfolio is designed by the project manager to ensure that work align with the organisational strategic direction. Thus, I would be able to enhance entire value of the project with managing project with organisational strategy.

Conclusion
From the overall reflection journal, it could be concluded that area of project management is too broad to study. Learning effective and each elements of the project would lead to explore the knowledge and enhance my capability of managing complex projects. In the reflective journal, personal SWOT is being conducted that has helped in identifying my strengths and weaknesses. Also I would try to work on my improvement by focussing on expanding my relevant opportunities and decisions are relevantly taken for overcoming the threats. It is necessary for meeting with the future project requirements by working on the plans and following the decision action plan.
The role of project manager is clear that concludes that it is necessary for applying project management knowledge and integrating the organisational strategy. There are different strategic roles of project manager that are being aligned to achieve objective and help in effective portfolio management. Strategy is generally related to optimising the change and developing new organisational capabilities to overcome competitive fear. I have relevantly designed the reflective plan to bring development in my skills and competencies. Thus, with following the professional development plan I would be able to apply my learning in managing future complex projects. Thus, it would help me to grow as the better personality and I would be able to have effective knowledge relating to the project management. Mainly, I need to develop in terms of technical skills so with that I would be able to apply relevant tools and techniques in managing projects.

References
Books and Journals
Aga, D.A., Noorderhaven, N. and Vallejo, B., 2016. Transformational leadership and project success: The mediating role of team-building. International Journal of Project Management, 34(5), pp.806-818.
Alias, Z., Zawawi, E.M.A., Yusof, K. and Aris, N.M., 2014. Determining critical success factors of project management practice: A conceptual framework. Procedia-Social and Behavioral Sciences, 153, pp.61-69.
Bartsch, V., Ebers, M. and Maurer, I., 2013. Learning in project-based organizations: The role of project teams’ social capital for overcoming barriers to learning. International Journal of Project Management, 31(2), pp.239-251.
Cacciolatti, L. and Lee, S.H., 2016. Revisiting the relationship between marketing capabilities and firm performance: The moderating role of market orientation, marketing strategy and organisational power. Journal of Business Research, 69(12), pp.5597-5610.
Heagney, J., 2016. Fundamentals of project management. Amacom.
Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.
Jerbrant, A. and Gustavsson, T.K., 2013. Managing project portfolios: balancing flexibility and structure by improvising. International Journal of Managing Projects in Business.
Kerzner, H., 2015. Project management 2.0: leveraging tools, distributed collaboration, and metrics for project success. John Wiley & Sons.
Pemsel, S. and Wiewiora, A., 2013. Project management office a knowledge broker in project-based organisations. International journal of project management, 31(1), pp.31-42.
Walecka-Jankowska, K. and Zimmer, J., 2019. Open innovation in the context of organisational strategy. Engineering Management in Production and Services, 11(3), pp.86-95.

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