Introduction
The Hexagon of Excellence in project management can be described as a tool used by a company in planning projects to ensure excellent end results (Larsen, 2011). The basic purpose of this tool is to provide project managers with a platform on which they will be able to realize key areas to put weight on during project interventions. Besides, the hexagon is used to realize essential proactive measures that should be put to consideration during project management’s planning (Richards-, 2011). In this review paper, we are going to look at three essential areas/characteristics that make the performance of a company excellent in project management.
Consistency
There is need for project managers to be proactive in the formation of consistent strategies for intended projects. Consistency requires managers to create foundations for projects by planning, controlling/organizing and securing managing resources to achieve specified goals (Richards-, 2011). For instance, a project manager will be required to apply appropriate methodologies and practices of work in an attempt to increase chances of the project’s success.
Innovation
For a company to exhibit excellence in project management there is need for a project manager concerned to be highly innovative. This characteristic in a manager will ensure that the company achieves tangible results that will rate it high in competition (Management, 2012). Besides, innovation will ensure that a company generates new revenue, reduced costs and more important, improve asset management. Other than the obvious benefits, innovation will ensure that a company increases its reputation businesswise.
Effective innovation requires a steady innovative flux of new ideas to ensure sustained competitive advantage. A project manager is therefore required to portray ability to balance both short and long term benefits (Mingail, 2013). These are achieved through radical, incremental and basis innovations.
Simplicity
Simplicity in the entire project management strategies is core for organizational excellence according to Hexagon of Excellence chapter seven. In fact it is observed that, ‘Simplicity plus Clarity equals to excellent project results (Larsen, 2011). Basically, this rule applies to exclusively any type of project at hand. The power to achieve simplicity will enable a manager to approach every new task more effectively as well as help him to manage complex relationships between teams more effectively.
Utilization of Crucial Characteristics of Project Management in Companies
There are several ways varied companies are utilizing the above mentioned Employer’s characteristics in project management. For instance, different companies have utilizing the ‘simplicity’ characteristic in the following ways:
One, Simplifying tasks by keep tasks simple and utilizing minimum steps possible to manage a given project. Two, focusing on the goal; Managers are currently avoiding being blogged on the wide details of a project’s description; they instead focus on the required end result of the project. This is achieved by sorting out tasks that contribute to goal achievement letting other details go (Richards-, 2011). Three, keeping it real: Current project managers acquire excellence in their performances by making sure that they do not assume or apply biasness on any particular project’s essential requirements; as much as assumptions are applicable on projects at the beginning, these are only applied because you cannot know everything at the beginning of a new task (Management, 2012). These assumptions are therefore not considered facts in the interest of acquiring success at the end of the project. Four, utilize experience: Past experience application in new project is being widely incorporated in projects by current project managers (Mingail, 2013). This helps them to acquire top rating results as they are able to avoid past mistakes committed.
In applying innovation for excellence in project management, companies are applying the entire three types of innovations (as already discussed above) to ensure that they fit the organization to realize both short term and long term goals. Project managers have realized that it is being short sited to generate only one type of innovation to be utilized in an organization (Larsen, 2011). For instance, in utilizing only incremental innovation, a company is only ale to realize short term goals. This is because this type of innovation only supports a company with short term revenues which can only sustain the organization on short term basis.
Approaches To Align Projects with Organizational Strategies
There are four major approaches utilized by employers/companies to ensure that organizational strategies align with projects at hand: First, by creating a culture that supports intended organizational projects (Mingail, 2013). The culture created clearly defines the company’s competence in acquiring success in a specified goal by evaluating its equipments to handle a new strategy, and training employees to up their skills required for that particular project; Second, by modifying factors that affect organizational strategic alignment (Richards-, 2011). Among thing advocated for in these modifications are such as trust, transparency, and quality of planning, effective communication and effective decision making techniques. Besides, companies work on understanding their stake holders especially customers by conducting effective customer market research (Management, 2012). Third, the company work on aligning its management and finally it strategizes on promoting individuals and team efforts.

References
Larsen, M. (2011). Recruiter. Retrieved October 6th, 2013, from The Power of Project Simplicity: http://www.recruiter.com/i/the-power-of-project-simplicity/
Management, C. P. (2012). NCPIC. Retrieved October 6th, 2013, from North Carolina Practice Improvement: http://www.ncpic.net/2012/the-hexagon-ebpeii-exploration-tool-by-the-nirn/
Mingail, H. (2013). Projectsmart. Retrieved October 6th, 2013, from Project Management Exellence : http://www.projectsmart.co.uk/project-management-excellence.html
Richards, F. (2011). Small Businesses. Retrieved October 6th 2013, from Approaches to Organizational Strategic Alignment: http://smallbusiness.chron.com/approaches-organizational-strategic-alignment-14151.html