IT project portfolio management:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston u.a.
Artech House
2005
|
| Schriftenreihe: | Artech House effective project management series
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIX, 264 S. Ill. 1 CD-ROM (12 cm) |
| ISBN: | 1580537812 9781580537810 |
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Datensatz im Suchindex
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|---|---|
| adam_text | Titel: IT project portfolio management
Autor: Bonham, Stephen S.
Jahr: 2005
Contents
Preface xiii
Acknowledgments xix
1 Introduction to IT PPM 1
1.1 MPT 2
1.1.1 Financial Investments 2
1.1.2 Project Investments 6
1.2 IT Project Management 9
1.2.1 Variable Schedule 10
1.2.2 Variable Cost/Budget 12
1.2.3 Variable Functionality/Scope/Quality 12
1.2.4 Risk 13
1.3 Portfolio Selection 16
1.3.1 Maximization 16
1.3.2 Strategic Alignment 17
vii
1.3.3 Balance 19
1.3.4 Resource Allocation 20
1.4 ThelTPMO 21
1.4.1 PMO Rollout 27
References 29
Appendix 1A: IT PPM in Action—Government Regulations 33
1A.1 Basel II 33
1A.2 Clinger-Cohen Act 34
1A.3 Sarbanes-OxleyAct 34
2 Strategic Alignment 37
2.1 Corporate Strategy 37
2.1.1 Problems 40
2.1.2 Solutions 41
2.2 IT Projects 42
2.2.1 Changing Directions 42
2.2.2 Vector Analysis 43
2.2.3 Project A—Growth 45
2.2.4 Project B—Productivity 47
2.2.5 Lessons 48
2.3 Strategic Frameworks 49
2.3.1 Alignment 49
2.3.2 Portfolio Selection and Tracking 51
2.4 Reengineering Cumulative Digression 53
2.5 Summary 55
References 55
Appendix 2A: Case Study—Royal Caribbean Cruises—Microstrategies 57
3 Portfolio Flexibility 59
3.1 Risk and Methodologies 60
3.2 Flexibility 61
3.3 Initiative Methodologies 62
3.3.1 Phase 1—Understand the Problem and Its Context .... 65
3.3.2 Phase 2—Risk/Option/Cost Analysis 65
3.3.3 Phase 3—Presentation and Project Preparation 73
3.3.4 Phase 4—Metric Mapping 75
3.4 Project Methodologies 76
3.4.1 Pitfalls 78
3.4.2 Audit Points 79
3.5 Summary 83
References 85
Appendix 3A: Case Study—Artesia BC—Flexible Balanced Scorecard . 87
4 The IT Portfolio Management Office 89
4.1 Defining IT PMO 89
4.1.1 Project Offices 89
4.1.2 IT PMO Requirements 90
4.1.3 TailoredPMOs 92
4.2 Virtual PMO 93
4.2.1 Committees 94
4.3 PMO Structure 96
4.3.1 Large, Project-Centric Companies 96
4.3.2 Smaller or Less Project-Centric Companies 102
4.4 Organizational Change 104
4.4.1 Impediments 104
4.4.2 Benefits 104
4.4.3 Governance 107
4.5 Summary 112
References 113
Appendix 4A: Case Studies—HCA and Harrah s—-Virtual IT PMOs . 115
4A.1 Harrah s 115
4A.2 HCA 115
5 Architecture Management 117
5.1 TheEBA 121
5.1.1 Supply and Demand 121
5.1.2 Constraints and Enablers 124
5.1.3 Business System Modeling 125
5.2 TheEIA 131
5.3 Implementing EIA 133
5.3.1 The EAM Team 133
5.3.2 Technical Process Reengineerings 135
5.4 Summary 136
References 136
Appendix 5A: Case Study—Safeco—Aligning IT and Business
Architectures 138
Appendix 5B: Case Study—Toyota Motor Sales USA—Flexible
IT Architecture 138
5B.1 The Architecture Committee 139
5B.2 Flexible IT Architecture 139
6 Asset Management 141
6.1 Inventories 142
6.1.1 Static Inventories 143
6.1.2 Dynamic Inventories 143
6.2 Enterprise Asset Management 146
6.2.1 Financial Asset Management 149
6.2.2 Operational Asset Management 155
6.3 Organizational Support 156
6.4 Summary 156
References 158
Appendix 6A: Case Study—BMC Software—Aligning Asset
Management 159
7 Resource Management 161
7.1 Acquiring Resources 163
7.1.1 Functional Managers 163
7.2 Supporting Resources 167
7.3 Scheduling Resources 168
7.3.1 Drum Resources 169
7.3.2 Critical Chain 171
7.4 Outsourcing 172
7.5 Summary 175
References 176
Appendix 7 A: Case Study—Siemens Building Technologies,
Inc.—Automating Resource Management 178
8 Knowledge Management 179
8.1 Success Levels 180
8.2 Externally Focused KM 182
8.3 Internally Focused KM 182
8.4 PMO-Supported KM 184
8.4.1 Personal KM 185
8.4.2 Project KM 185
8.4.3 The KM Team 188
8.4.4 Organizational Support and Rollout 188
8.5 Summary 190
References 191
Appendix 8A: Case Study—KM at Five Companies 193
9 Portfolio Prioritization 195
9.1 The Prioritization Process 196
9.2 Initiative Reviews 198
9.3 Project Audits 201
9.4 Portfolio Maximization 204
9.4.1 Metrics 206
9.5 Balance 211
9.5.1 Project Buckets 211
9.5.2 Bubble Diagrams 214
9.6 Summary 217
References 217
Appendix 9A: Case Study—CitiGroup—IT PPM Software 221
10 Organizational Support 223
10.1 Marketing IT PPM 224
10.2 IT PMO Rollout 226
10.2.1 Phase 1 227
10.2.2 Phase 2 233
10.2.3 Phase 3 235
10.3 Bringing It Together and Making It Happen 236
10.3.1 Bridging IT and Business Functions 236
10.3.2 Balancing the Two IT PPM Directions 237
10.3.3 Organizational Change 240
References 242
Selected Bibliography 245
List of Acronyms 249
About the Author 253
Index 255
|
| adam_txt |
Titel: IT project portfolio management
Autor: Bonham, Stephen S.
Jahr: 2005
Contents
Preface xiii
Acknowledgments xix
1 Introduction to IT PPM 1
1.1 MPT 2
1.1.1 Financial Investments 2
1.1.2 Project Investments 6
1.2 IT Project Management 9
1.2.1 Variable Schedule 10
1.2.2 Variable Cost/Budget 12
1.2.3 Variable Functionality/Scope/Quality 12
1.2.4 Risk 13
1.3 Portfolio Selection 16
1.3.1 Maximization 16
1.3.2 Strategic Alignment 17
vii
1.3.3 Balance 19
1.3.4 Resource Allocation 20
1.4 ThelTPMO 21
1.4.1 PMO Rollout 27
References 29
Appendix 1A: IT PPM in Action—Government Regulations 33
1A.1 Basel II 33
1A.2 Clinger-Cohen Act 34
1A.3 Sarbanes-OxleyAct 34
2 Strategic Alignment 37
2.1 Corporate Strategy 37
2.1.1 Problems 40
2.1.2 Solutions 41
2.2 IT Projects 42
2.2.1 Changing Directions 42
2.2.2 Vector Analysis 43
2.2.3 Project A—Growth 45
2.2.4 Project B—Productivity 47
2.2.5 Lessons 48
2.3 Strategic Frameworks 49
2.3.1 Alignment 49
2.3.2 Portfolio Selection and Tracking 51
2.4 Reengineering Cumulative Digression 53
2.5 Summary 55
References 55
Appendix 2A: Case Study—Royal Caribbean Cruises—Microstrategies 57
3 Portfolio Flexibility 59
3.1 Risk and Methodologies 60
3.2 Flexibility 61
3.3 Initiative Methodologies 62
3.3.1 Phase 1—Understand the Problem and Its Context . 65
3.3.2 Phase 2—Risk/Option/Cost Analysis 65
3.3.3 Phase 3—Presentation and Project Preparation 73
3.3.4 Phase 4—Metric Mapping 75
3.4 Project Methodologies 76
3.4.1 Pitfalls 78
3.4.2 Audit Points 79
3.5 Summary 83
References 85
Appendix 3A: Case Study—Artesia BC—Flexible Balanced Scorecard . 87
4 The IT Portfolio Management Office 89
4.1 Defining IT PMO 89
4.1.1 Project Offices 89
4.1.2 IT PMO Requirements 90
4.1.3 TailoredPMOs 92
4.2 Virtual PMO 93
4.2.1 Committees 94
4.3 PMO Structure 96
4.3.1 Large, Project-Centric Companies 96
4.3.2 Smaller or Less Project-Centric Companies 102
4.4 Organizational Change 104
4.4.1 Impediments 104
4.4.2 Benefits 104
4.4.3 Governance 107
4.5 Summary 112
References 113
Appendix 4A: Case Studies—HCA and Harrah's—-Virtual IT PMOs . 115
4A.1 Harrah's 115
4A.2 HCA 115
5 Architecture Management 117
5.1 TheEBA 121
5.1.1 Supply and Demand 121
5.1.2 Constraints and Enablers 124
5.1.3 Business System Modeling 125
5.2 TheEIA 131
5.3 Implementing EIA 133
5.3.1 The EAM Team 133
5.3.2 Technical Process Reengineerings 135
5.4 Summary 136
References 136
Appendix 5A: Case Study—Safeco—Aligning IT and Business
Architectures 138
Appendix 5B: Case Study—Toyota Motor Sales USA—Flexible
IT Architecture 138
5B.1 The Architecture Committee 139
5B.2 Flexible IT Architecture 139
6 Asset Management 141
6.1 Inventories 142
6.1.1 Static Inventories 143
6.1.2 Dynamic Inventories 143
6.2 Enterprise Asset Management 146
6.2.1 Financial Asset Management 149
6.2.2 Operational Asset Management 155
6.3 Organizational Support 156
6.4 Summary 156
References 158
Appendix 6A: Case Study—BMC Software—Aligning Asset
Management 159
7 Resource Management 161
7.1 Acquiring Resources 163
7.1.1 Functional Managers 163
7.2 Supporting Resources 167
7.3 Scheduling Resources 168
7.3.1 Drum Resources 169
7.3.2 Critical Chain 171
7.4 Outsourcing 172
7.5 Summary 175
References 176
Appendix 7 A: Case Study—Siemens Building Technologies,
Inc.—Automating Resource Management 178
8 Knowledge Management 179
8.1 Success Levels 180
8.2 Externally Focused KM 182
8.3 Internally Focused KM 182
8.4 PMO-Supported KM 184
8.4.1 Personal KM 185
8.4.2 Project KM 185
8.4.3 The KM Team 188
8.4.4 Organizational Support and Rollout 188
8.5 Summary 190
References 191
Appendix 8A: Case Study—KM at Five Companies 193
9 Portfolio Prioritization 195
9.1 The Prioritization Process 196
9.2 Initiative Reviews 198
9.3 Project Audits 201
9.4 Portfolio Maximization 204
9.4.1 Metrics 206
9.5 Balance 211
9.5.1 Project Buckets 211
9.5.2 Bubble Diagrams 214
9.6 Summary 217
References 217
Appendix 9A: Case Study—CitiGroup—IT PPM Software 221
10 Organizational Support 223
10.1 Marketing IT PPM 224
10.2 IT PMO Rollout 226
10.2.1 Phase 1 227
10.2.2 Phase 2 233
10.2.3 Phase 3 235
10.3 Bringing It Together and Making It Happen 236
10.3.1 Bridging IT and Business Functions 236
10.3.2 Balancing the Two IT PPM Directions 237
10.3.3 Organizational Change 240
References 242
Selected Bibliography 245
List of Acronyms 249
About the Author 253
Index 255 |
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| index_date | 2024-07-02T15:22:19Z |
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| spelling | Bonham, Stephen S. Verfasser aut IT project portfolio management Stephen S. Bonham Boston u.a. Artech House 2005 XIX, 264 S. Ill. 1 CD-ROM (12 cm) txt rdacontent n rdamedia nc rdacarrier Artech House effective project management series Gestion de projets Technologie de l'information - Gestion Information technology Management Project management Projektmanagement (DE-588)4047441-0 gnd rswk-swf Informationstechnik (DE-588)4026926-7 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Informationstechnik (DE-588)4026926-7 s Management (DE-588)4037278-9 s Projektmanagement (DE-588)4047441-0 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014930871&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Bonham, Stephen S. IT project portfolio management Gestion de projets Technologie de l'information - Gestion Information technology Management Project management Projektmanagement (DE-588)4047441-0 gnd Informationstechnik (DE-588)4026926-7 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4047441-0 (DE-588)4026926-7 (DE-588)4037278-9 |
| title | IT project portfolio management |
| title_auth | IT project portfolio management |
| title_exact_search | IT project portfolio management |
| title_exact_search_txtP | IT project portfolio management |
| title_full | IT project portfolio management Stephen S. Bonham |
| title_fullStr | IT project portfolio management Stephen S. Bonham |
| title_full_unstemmed | IT project portfolio management Stephen S. Bonham |
| title_short | IT project portfolio management |
| title_sort | it project portfolio management |
| topic | Gestion de projets Technologie de l'information - Gestion Information technology Management Project management Projektmanagement (DE-588)4047441-0 gnd Informationstechnik (DE-588)4026926-7 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Gestion de projets Technologie de l'information - Gestion Information technology Management Project management Projektmanagement Informationstechnik Management |
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