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Project Portfolio Management : a View from the Management Trenches.
"Portfolio management is critically important, but often quickly dismissed as unnecessary 'strategy overhead'. Applied in the right ways, with the right level of discipline, it can be an extremely insightful lens through which to see untapped sources of business value. Credit to the a...
| Clasificación: | Libro Electrónico |
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| Autor Corporativo: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
John Wiley & Sons,
2011.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- PROJECT PORTFOLIO MANAGEMENT: A VIEW FROM THE MANAGEMENT TRENCHES; Contents; Foreword; Preface; Why We Created the Enterprise Portfolio Management Council; Why We Wrote the Book; About the Authors; About the EPMC; Acknowledgements; Part I: INTRODUCTION; Chapter 1: What Is Project Portfolio Management?; INTRODUCTION; SUCCESSFUL PPM; THE FIVE QUESTIONS IN BRIEF; PROJECT PORTFOLIO MANAGEMENT DEFINED; THE PPM PLAYERS AND ROADMAP; THE PPM PROCESS VIEWS; A FEW MORE QUESTIONS TO GET THE MENTAL SYNAPSES FIRING; CHAPTER SUMMARY; Part II: PROJECT PORTFOLIO MANAGEMENT: A STORY; Chapter 2: Introduction.
- 10 YEARS AGO . . .PRESENT DAY . . .; LATER THAT AFTERNOON . . .; Chapter 3: Are We Investing in the Right Things?; EPMC WORKING DOCUMENT ON PORTFOLIO INVESTMENT; Chapter 4: Are We Optimizing Our Capacity?; DEMAND-SIDE RESOURCE MANAGEMENT; SUPPLY-SIDE RESOURCE MANAGEMENT; CONCLUSION; EPMC WORKING DOCUMENT ON PORTFOLIO RESOURCE OPTIMIZATION; Chapter 5: How Well Are We Executing?; Chapter 6: Can We Absorb All the Changes?; DEFINING CHANGE; TYPES OF CHANGE; MODELING THE IMPACT OF CHANGE; CONTROLLING THE IMPACT OF CHANGE; CONCLUSION; EPMC WORKING DOCUMENT ON ENTERPRISE CHANGE MANAGEMENT.
- Chapter 7: Are We Realizing the Promised Benefits?KEY 1: ENSURING ALL BENEFITS CLAIMED ARE ROBUST AND REALIZABLE; KEY 2: CAPTURING ALL VALUE CREATED; KEY 3: MOVING BEYOND BENEFITS REALIZATION TO VALUE CREATION; CONCLUSION; EPMC WORKING DOCUMENT ON BENEFITS REALIZATION; Part III: OPERATING CONSIDERATIONS; Chapter 8: The PPM Process; PPM COMPONENTS; THE PROJECT PROPOSAL; PROJECT PROPOSAL APPROVAL; THE BUSINESS CASE AND PROJECT MANAGEMENT PLAN; PROJECT PRIORITIZATION; PROJECT AUTHORIZATION; PROJECT EXECUTION AND REVIEW; CHAPTER SUMMARY; Chapter 9: Setting the Foundation for Success.
- THE BUSINESS CASE FOUNDATIONTHE BENEFITS OF PPM; THE PEOPLE FOUNDATION; THE PROCESS FOUNDATION; THE TECHNOLOGY FOUNDATION; TYING IT ALL TOGETHER: PEOPLE, PROCESS, TECHNOLOGY; CHAPTER SUMMARY; Chapter 10: PPM Design; PPM's SEVEN Ps; DECISION CRITERIA; SOURCE OF DATA AND INFORMATION RELATED TO DECISION CRITERIA; SCORING PROJECTS AND PORTFOLIO; WEIGHTING DECISION CRITERIA; DRAWING ''THE LINE'' IN THE PORTFOLIO; LINK TO THE BUSINESS CASE; BUSINESS CASE; LINK TO THE PORTFOLIO; A FEW PARTING THOUGHTS; CHAPTER SUMMARY; Chapter 11: Implementing PPM; EXECUTIVE SPONSORSHIP; CHANGE; SKILLS; STRUCTURE.
- EXECUTIVE STEERING COMMITTEEGOVERNANCE BOARD (DECISION REVIEW BOARD); PROJECT MANAGEMENT OFFICE; PROJECT MANAGEMENT STANDARDS COMMITTEE; PROCESS APPROACH; CAPACITY; DEMAND; COMMUNICATION PLAN; TRAINING; CONCLUSION; CHAPTER SUMMARY; Chapter 12: Maintaining PPM; DASHBOARDS AND METRICS: THE VISUALS; MEETINGS: KEEPING THE PROCESS GOING; COMMUNICATION: MAKING SURE EVERYONE IS ON THE SAME PAGE; MATURITY MODELS: WHERE DO YOU AND YOUR ORGANIZATION STAND?; RESOURCE MANAGEMENT: GETTING YOUR ARMS AROUND THE ORGANIZATION; KEEPING UP THE MOMENTUM; DEDICATING RESOURCES TO RUNNING THE PMO; CHAPTER SUMMARY.