Improving Business Performance

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Opis: Improving Business Performance - S. Ramani

No organization is impervious to change. Rather, the survival and growth of an organization is dependent on how well it copes with change. Successful change initiatives consist of the integrated eco-system of its portfolio, programs, and projects. These change initiatives become the delivery mechanisms for implementing the strategy of an organization. Improving Business Performance: A Project Portfolio Management Approach clarifies how the proper application of portfolio, program, and project management concepts can help commercial and non-profit organizations achieve their strategic objectives. Most organizations have been good at devising strategy, but falter during its implementation. Executing strategy well to deliver superior business performance remains a key challenge, which is addressed as the core theme of this book. The book portrays a top-down orientation as well as a bottom-up integration of change initiatives to facilitate alignment to strategy and accommodate mid-course changes. It takes into account existing global best management practices to bring forth an approach that is customizable and useful to organizations in any industry. Describing why portfolio management lies at the apex of change initiative management, the book explains how to design and fine-tune portfolios so they are in alignment with your organization's overall strategy and business needs. After reading this book, you will understand: * How to design the project portfolio structure for your organization * How to integrate programs and projects within the portfolio more effectively * How to better manage interactions across diverse change initiatives * How to maintain focus while managing change to realize benefits The book presents a case study that illustrates the application of project portfolio concepts in practical scenarios. It includes chapters dedicated to transition management, change management, benefits management, and the Enterprise Project Management Office. It also includes templates you can immediately put to use in your own portfolios, programs, and projects.Context for Change Why Change? Triggers for Change The Impact of Change It All Commences with Strategy! Project Portfolio Management Starting Point for Portfolio Definition Strategic Positioning of Organizations Boston Consulting Group (BCG ) Matrix-Application Setting Up of Performance Targets Strategy Evolution Organizational Vision, Mission, and Strategic Objectives Environmental Scanning and Competitive Strategies Application of Balanced Scorecard (BSC) to Portfolio Management Balancing the Portfolio Portfolio Definition and Management-Roles and Responsibilities Portfolio Definition and Implementation-Key Steps Portfolio Funding Portfolio Optimization Portfolio Implementation References The Core of Program Management-Benefits Management Program Management-The Context of Benefits Management Benefits Map Multiple Ways a Program Can Come About in an Organization Program Mandate Program Governance Board Program Lifecycle-Phases Program Initiation Phase Program Stakeholder Engagement Program Definition Phase Program Execution Phase Program Closure Phase Project Management-Delivery Enabler for Change Project Management-Context Project Management-Major Processes The Project Charter Project Stakeholder Engagement Requirements Management Project Work Breakdown Structure (PjWBS) Project Schedule Development Project Cost Baseline Scope Change Requests and Managing Change Project Quality Management Plan Project Communications and Risk Management Plans/Risk Management Flow Procurement Management and Staffing Management Plans Project Setup End-Deliverable: Project Management Plan Finalization Assessing Project Viability Project Delivery Process Project Progress Monitoring Process Project Closing Process Change Initiative Integration into Operations-Transition Management Introduction to Transition Management Pre-transition Step Transition Step Post-transition Step Change Management and Stakeholder Engagement Significance of Change Management and Stakeholder Engagement How Change Gets Triggered Off? Enabling Changes from Enterprise-Wide Transformation Initiatives-Stakeholder Classification Grouping of Stakeholders and Developing Stakeholder Response Stances Why It Is Difficult to Change Stakeholders? Or Stakeholder Views? 1 Applicability of Change Management Models in Driving Change Initiatives The Ways in Which Different Organizations Work Change Management Roles Summary References Benefits Management-Link between Portfolio and Program Management What Is Benefits Management? What Are the Practical Issues Concerning Benefits Management? Benefits Identification Benefits Quantification Planning to Obtain the Benefits Realizing, Tracking, and Sustaining the Benefits Benefits Management from the Portfolio Management Perspective Setting Up and Running an Enterprise Project Management Office (EPMO) Why an EPMO? What Is an EPMO? What Would Be the Structure of a Full-Fledged EPMO? The Centralized Portfolio Office (PfO)/Nodal Offices Center of Excellence (COE) Functions and Services Temporary Project/Program Offices How Is the EPMO Set Up? Run the EPMO Implementation Program and Its Closure Setting Up and Running the PMOs for a Specific Change Initiative Challenges Facing the EPMO and Their Possible Remedial Measures Enhancing the Organizational P3M Maturity PM Maturity Model-An Overview An Integrated Case Study-Application of Project Portfolio Management Background: The Company-AXN Corporation Management Structure-AXN Corporation Triggers for Change How AXN Corporation Went About the Change? "Top-Down" Change-How Did AXN Go About It? Reconciling with the "Bottom-Up" Approach Balancing and Deploying the Portfolio Program Management-Execution Program Execution-Interfacing with Project Management Program Closure How Projects in AXN Were Managed-Salient Points How AXN Enhanced Project Management Competency Portfolio Management Implementation-A Retrospective References Appendix: Structure of Major Portfolio, Program, and Project Artifacts Portfolio Governance Framework Portfolio Implementation Plan Program Mandate Program Charter Program Scope Baseline Program Benefits Realization Plan Program Benefit Card Program Benefits Management Strategy Program Communications Management Plan Program Risk Management Plan Program Risk Register Program Financial Management Plan Program Quality Management Plan Program Resource Management Plan Program Component List Program Transition Plan Program Governance Plan Program Management Plan Program Target Operating Model End Program Report Project Charter Project Business Case Project Scope Management Plan Project Cost Management Plan Project Quality Management Plan Project Resource Management Plan Configuration Item Record Project Management Plan Team Progress Report Project Progress Report End Project Report Glossary Suggested Reading Index


Szczegóły: Improving Business Performance - S. Ramani

Tytuł: Improving Business Performance
Autor: S. Ramani
Wydawnictwo: Productivity Press Inc
ISBN: 9781498741941
Rok wydania: 2016
Ilość stron: 234
Oprawa: Twarda
Waga: 0.59 kg


Recenzje: Improving Business Performance - S. Ramani

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Książka

Improving Business Performance

No organization is impervious to change. Rather, the survival and growth of an organization is dependent on how well it copes with change. Successful change initiatives consist of the integrated eco-system of its portfolio, programs, and projects. These change initiatives become the delivery mechanisms for implementing the strategy of an organization. Improving Business Performance: A Project Portfolio Management Approach clarifies how the proper application of portfolio, program, and project management concepts can help commercial and non-profit organizations achieve their strategic objectives. Most organizations have been good at devising strategy, but falter during its implementation. Executing strategy well to deliver superior business performance remains a key challenge, which is addressed as the core theme of this book. The book portrays a top-down orientation as well as a bottom-up integration of change initiatives to facilitate alignment to strategy and accommodate mid-course changes. It takes into account existing global best management practices to bring forth an approach that is customizable and useful to organizations in any industry. Describing why portfolio management lies at the apex of change initiative management, the book explains how to design and fine-tune portfolios so they are in alignment with your organization's overall strategy and business needs. After reading this book, you will understand: * How to design the project portfolio structure for your organization * How to integrate programs and projects within the portfolio more effectively * How to better manage interactions across diverse change initiatives * How to maintain focus while managing change to realize benefits The book presents a case study that illustrates the application of project portfolio concepts in practical scenarios. It includes chapters dedicated to transition management, change management, benefits management, and the Enterprise Project Management Office. It also includes templates you can immediately put to use in your own portfolios, programs, and projects.Context for Change Why Change? Triggers for Change The Impact of Change It All Commences with Strategy! Project Portfolio Management Starting Point for Portfolio Definition Strategic Positioning of Organizations Boston Consulting Group (BCG ) Matrix-Application Setting Up of Performance Targets Strategy Evolution Organizational Vision, Mission, and Strategic Objectives Environmental Scanning and Competitive Strategies Application of Balanced Scorecard (BSC) to Portfolio Management Balancing the Portfolio Portfolio Definition and Management-Roles and Responsibilities Portfolio Definition and Implementation-Key Steps Portfolio Funding Portfolio Optimization Portfolio Implementation References The Core of Program Management-Benefits Management Program Management-The Context of Benefits Management Benefits Map Multiple Ways a Program Can Come About in an Organization Program Mandate Program Governance Board Program Lifecycle-Phases Program Initiation Phase Program Stakeholder Engagement Program Definition Phase Program Execution Phase Program Closure Phase Project Management-Delivery Enabler for Change Project Management-Context Project Management-Major Processes The Project Charter Project Stakeholder Engagement Requirements Management Project Work Breakdown Structure (PjWBS) Project Schedule Development Project Cost Baseline Scope Change Requests and Managing Change Project Quality Management Plan Project Communications and Risk Management Plans/Risk Management Flow Procurement Management and Staffing Management Plans Project Setup End-Deliverable: Project Management Plan Finalization Assessing Project Viability Project Delivery Process Project Progress Monitoring Process Project Closing Process Change Initiative Integration into Operations-Transition Management Introduction to Transition Management Pre-transition Step Transition Step Post-transition Step Change Management and Stakeholder Engagement Significance of Change Management and Stakeholder Engagement How Change Gets Triggered Off? Enabling Changes from Enterprise-Wide Transformation Initiatives-Stakeholder Classification Grouping of Stakeholders and Developing Stakeholder Response Stances Why It Is Difficult to Change Stakeholders? Or Stakeholder Views? 1 Applicability of Change Management Models in Driving Change Initiatives The Ways in Which Different Organizations Work Change Management Roles Summary References Benefits Management-Link between Portfolio and Program Management What Is Benefits Management? What Are the Practical Issues Concerning Benefits Management? Benefits Identification Benefits Quantification Planning to Obtain the Benefits Realizing, Tracking, and Sustaining the Benefits Benefits Management from the Portfolio Management Perspective Setting Up and Running an Enterprise Project Management Office (EPMO) Why an EPMO? What Is an EPMO? What Would Be the Structure of a Full-Fledged EPMO? The Centralized Portfolio Office (PfO)/Nodal Offices Center of Excellence (COE) Functions and Services Temporary Project/Program Offices How Is the EPMO Set Up? Run the EPMO Implementation Program and Its Closure Setting Up and Running the PMOs for a Specific Change Initiative Challenges Facing the EPMO and Their Possible Remedial Measures Enhancing the Organizational P3M Maturity PM Maturity Model-An Overview An Integrated Case Study-Application of Project Portfolio Management Background: The Company-AXN Corporation Management Structure-AXN Corporation Triggers for Change How AXN Corporation Went About the Change? "Top-Down" Change-How Did AXN Go About It? Reconciling with the "Bottom-Up" Approach Balancing and Deploying the Portfolio Program Management-Execution Program Execution-Interfacing with Project Management Program Closure How Projects in AXN Were Managed-Salient Points How AXN Enhanced Project Management Competency Portfolio Management Implementation-A Retrospective References Appendix: Structure of Major Portfolio, Program, and Project Artifacts Portfolio Governance Framework Portfolio Implementation Plan Program Mandate Program Charter Program Scope Baseline Program Benefits Realization Plan Program Benefit Card Program Benefits Management Strategy Program Communications Management Plan Program Risk Management Plan Program Risk Register Program Financial Management Plan Program Quality Management Plan Program Resource Management Plan Program Component List Program Transition Plan Program Governance Plan Program Management Plan Program Target Operating Model End Program Report Project Charter Project Business Case Project Scope Management Plan Project Cost Management Plan Project Quality Management Plan Project Resource Management Plan Configuration Item Record Project Management Plan Team Progress Report Project Progress Report End Project Report Glossary Suggested Reading Index

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Cena 287,00 PLN
Nasza cena 268,34 PLN
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Wysyłka: Niedostępna
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Szczegóły: Improving Business Performance - S. Ramani

Tytuł: Improving Business Performance
Autor: S. Ramani
Wydawnictwo: Productivity Press Inc
ISBN: 9781498741941
Rok wydania: 2016
Ilość stron: 234
Oprawa: Twarda
Waga: 0.59 kg


Recenzje: Improving Business Performance - S. Ramani

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