Enterprise project management: a comprehensive guide to successful management by projects
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boca Raton ; London ; New York
CRC Press, Taylor & Francis Group
2024
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xi, 245 Seiten Illustrationen, Diagramme |
| ISBN: | 9781032455822 9781032543734 |
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| 650 | 4 | |a bicssc / Project management | |
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Datensatz im Suchindex
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Contents Introduction: Introduction to Enterprise Project Management. 1 1 Achieving Organizational Goals. 5 1.1 1.2 1.3 1.4 Chapter Overview. 5 The Changing Face of Business. 6 1.2.1 The Reality of Business Change. 6 1.2.2 Organization’s Ability to Meet MarketRequirements. 7 1.2.3 The Organizations Strategic Intent. 8 1.2.4 “Are We Doing It Right?”. 9 1.2.5 Change as an Opportunity . 10 1.2.6 Strategy as a Method for Leveraging Change. 11 1.2.7 The Organization’s Strategic Path.12 1.2.8 From Strategic Vision to Projects. 14 1.2.9 Organizational Focus. 14 1.2.10 Programs and Projects as Instruments of Organizational Change. 15 1.2.11 Balancing CAPEX and ОРЕХ. 15 1.2.12 Planning Business and Organizational Change — Leadership. 16 Transformational
Strategies.17 1.3.1 Approach to Implementing Transformational Strategy. 18 1.3.2 Transformational/Strategic Objectives and Goal Setting 18 1.3.3 Transformational/Strategic Changes to the Organization.19 1.3.4 Organizational Change Competency. 20 1.3.5 Institution of a Measurement Mechanism. 20 Tactical/Operational Strategies. 21 1.4.1 Sustaining Operations. 21 1.4.2 Operational and Departmental Goals. 22 1.4.3 Planning Operational Objectives Effectively.22 1.4.4 Operational Planning for Projects. 23 1.4.5 Planning for Changes in Operations. 23
vi ■ Contents 1.4.6 Developing Operational Action Plans. 24 1.4.7 Executing Operational Change Plans. 25 1.5 From Strategies to Initiatives and Projects. 25 1.5.1 Nature of Initiatives, Programs, and Projects. 26 1.5.2 Implementation of Change. 27 1.5.3 Organizational Impacts. 28 1.5.4 Analysis Prior to the Launch of an Initiative and Its Related Project(s) . 30 1.5.5 From High-Level Objectives to the Formulation of an Initiative. 30 1.5.6 Performing "As-Is" and “To-Be” Analysis. 31 1.5.7 Establishing the Business Case. 34 1.5.8 Organizational Readiness and Resistance. 37 1.6 Resistance to Change. 38 1.6.1 Development and Deployment of a Change Resistance Plan. 38 1.6.2 Stages to Adjusting to Change. 39 1.7 Project Portfolio Management and the PMO. 41 1.7.1 Project Appraisal.41 1.7.2 Projects and Project Portfolio Management. 42 1.7.3 Aligning the
Project to the Organizational Strategy. 43 1.7.4 PPM Operational Cycle. 44 1.7.5 Selection and Prioritization of Projects.45 1.7.6 Project Portfolio Management System for Project Selection. 47 1.7.7 Geographically Dispersed Projects. 48 1.7.8 Alignment with the Organizational Strategy. 48 1.8 Challenges to Successful Implementation of Organizational Goals.48 1.8.1 Agenda for Implementing Strategy. 49 1.8.2 Strategy-Implementation Tasks. 49 1.8.3 Obstacles and Pitfalls to Achieving Organizational Goals. 50 1.9 People Are Key. 51 2 Management of Programs. 53 2.1 2.2 2.3 Chapter Overview. 53 Transcribing Strategies into Programs. 54 2.2.1 ProgramOrigination. 55 2.2.2 Development of Business Casesand BusinessBenefits. 56 2.2.3 Enabling
Documents.58 Program Selection. 58 2.3.1 Programs and Program PortfolioManagement. 58
Contents ■ vii 2.3.2 Aligning the Program to the Organizational Strategy. 60 2.3.3 Selection and Prioritization of Programs. 61 2.3.4 Quantitative and Qualitative Methods.62 2.4 Understanding the Тете of Program Management. 69 2.4.1 Boundaries of Business and Program KPIs. 71 2.4.2 Program Governance.72 2.4.3 The Program Charter. 72 2.4.4 Understanding the Programs Multiple Project Environment. 73 2.4.5 Program Management Life Cycle Phases.73 2.5 Program Planning. 75 2.5.1 Program Strategy Breakdown. 75 2.5.2 Establishing Program Management Team Structure. 76 2.5.3 Roles: Program Manager. 77 2.5.4 Roles - Project Manager. 78 2.6 Program Management Plan.78 2.6.1 Program Scope Management. 79 2.6.2 Key Program Documents.81 2.6.3 Management of Program Scope Changes. 82 2.6.4 Verification of
Program Scope. 82 2.7 Stakeholder Management. 83 2.7.1 Stakeholder Management Interfaces during the Program Life Cycle Phases.85 2.7.2 Pragmatism with Stakeholders. 86 2.8 Program Benefits Map. 86 2.9 Program Merging of Projects. 87 2.9.1 Consolidating Project Plans and Schedules. 88 2.10 Delivering Project Deliverables and Business Benefits. 94 2.10.1 Implications of Different Milestones and Deadlines. 95 2.10.2 Effective Resource Assignments and Task Performance. 95 2.10.3 Managing Change Requests at Program and Project Levels. 97 2.10.4 Program Progress Tracking and Evaluation. 99 2.10.5 Ensuring Organizational Readiness. 99 2.11 Close-Out of Individual Projects and Program. 100 2.11.1 Project Close-Out. 100 2.11.2 Program Progression and Close-Out. 101 2.12 Challenges in Managing Programs. 102 3 Benefits Realization
Management.107 3.1 Chapter Overview. 107 3.2 An Organizations Challenges. 108 3.2.1 Organizations Ability to Meet Market Requirements. 108
viii ■ Contents 3.2.2 Making Strategie Investments. 109 3.2.3 The Organization’s Strategie Intent. 109 З.З Realizing Benefits from Investments. 1 IQ З.З.1 Benefits Management - ProgramManagement Focus. 110 З.З.2 Description of Business Benefits. 112 З.З.З Types of Benefits. 113 З.З.4 Benefits Management — Phases. 114 3.4 The Importance of the Business Case.116 3.4.1 The Business Case in the Overall Benefits Realization Process. 116 3.4.2 Financial Values as Drivers of a Business Case. 117 З.4.З Calculating Cost of Ownership and Operations. 118 3.4.4 Major Steps to Validate a Business Case. 119 3.5 Programs as Agents of Benefits Enablers. 120 3.5.I Consolidated Program Benefits. 120 З.5.2 Program/Project Strategy and Portfolio Management. 122 З.5.З Program Management Plan for Business Benefits Realization. 122 З.5.4 Organization’s Evaluation of Operational Effectiveness. 122 3.6 Stakeholders and the Need for the
Realization of Business Benefits. 124 3.6.1 Stakeholder Business Drivers and Expectations for Strategic Program.124 З.7 The Benefits Map. 125 3.7.I Process of Identifying and StructuringBenefits. 125 З.7.2 Benefits Realization Plan and the Benefits Map.126 З.7.З Developing the Benefits Map. 126 3.8 Analysis of Program Delivery of Benefits Enablers. 130 3.8.1 Benefits Planning Phase for Benefits Realization. 130 3.8.2 Prioritization of Deliverables and Benefits. 134 3.8.3 Program Execution Issues. 134 3.8.4 Focus Areas for Benefits Realization.138 3.9 Plan and Prepare for Organizational Readiness.140 З.9.1 Planning the Organizational Readiness. 141 З.9.2 Preparing for Organizational Readiness. 141 З.9.З Conducting the Readiness Assessment and Plan. 142 З.9.4 Resistance to Change. 143 3.10 Program/Project Transition and Handover. 143 3.10.1 Transition and Go-Live Challenges. 144
3.10.2 Enablers of Change and Realization of Business Benefits. 3.11 Conclusion - Business Benefits Realization. 145
Contents ■ ix 4 Stakeholder Management and Engagement. 147 4.1 Chapter Overview.147 4.2 The Role of Stakeholders. 149 4.2.1 Stakeholders’ Expectations and Project Scope Management. 149 4.3 The Need for Stakeholder Relationship Management. 150 4.3.1 The Project Manager's Relationship to Stakeholders. 151 4.3.2 Categorization of Stakeholders. 153 4.4 Conducting a Stakeholder Analysis. 155 4.4.1 Identify Project Stakeholders. 156 4.4.2 Determining Interests, Importance, and Influence.157 4.4.3 Assessing Stakeholders for Importance and Influence. 158 4.4.4 Stakeholder Expectations and Strategic Goals. 159 4.4.5 Define Stakeholder Participation. 160 4.5 The Stakeholders Project Communication Environment. 161 4.5.1 Stakeholder Communication Plan.162 4.5.2 Establishing the Projects Stakeholder Relationship Map. 164 4.5.3 The Informal Network. 165 4.6 The Project Managers Communication with Stakeholders. 166 4.6.1 Sponsorship
Group Communication Interface. 166 4.6.2 Internal Organization Communication Interface.167 4.6.3 Project Team Communication Interface.167 4.6.4 Contractors and Suppliers Communication Interface. 167 4.7 People and Communication Skills for the Project Manager. 168 4.7.1 Communication Distribution — Verbal and NonVerbal. 168 4.7.2 Using the Appropriate Communication Medium. 170 4.7.3 Developing Rapport with Open Communication. 171 4.7.4 Active Listening and Empathy. 172 4.7.5 Communication Challenges and Breakdowns. 173 4.8 Sources of Conflicts in Projects and Stakeholder Management. 174 4.8.1 Types of Conflicts in Projects. 175 4.8.2 The Conflict Characteristics. 176 4.9 Dealing with Conflicts. 177 4.9.1 Key Model for Conflict Management. 177 4.10 The Principles of Influence. 179 4.10.1 The Influence Model - Foundation and Structure. 179 4.10.2 Influence vs. Manipulation. 181 4.10.3 Understanding the Power Model. 181 4.11 Stakeholder Obstacles Due to Resistance. 183 4.11.1 Overcoming Organizational Resistance to
Change. 183 4.11.2 Overcoming Individual Resistance to Change. 184
X ■ Contents 4.11.3 Converting Resistance and Confrontation into Collaboration. 185 4.12 Negotiating Techniques. 186 4.12.1 Negotiating Influence Strategies. 187 4.12.2 Negotiating and Bargaining. 187 4.12.3 Decision-Making Approaches. 188 4.12.4 Approaches and Remedies for Difficult Situations. 188 5 Project Portfolio Management (PPM) and the Project Management Office (PMO). 191 5.1 Chapter Overview. 191 5.1.1 Project Strategy and Project Portfolio Management. 192 5.2 Management by Programs/Projects. 193 5.2.1 Strategic Planning and Project Portfolio Management. 195 5.3 Project Portfolio Management. 196 5.3.1 Determining the Extent of Project Portfolio Management. 197 5.3.2 The Project Portfolio Management Framework. 199 5.3.3 Project Portfolio Screening, Evaluation, and Selection. 200 5-3.4 Project Prioritization/Ranking.202 5.3.5 Project Portfolio Governance Approval, Signoff, and
Launches. 203 5.3.6 Project Portfolio - Status, Progress, Adjustment, and Maintenance. 204 5-3.7 Portfolio Manager Roles and Responsibilities. 204 5.3.8 Defining the PMO Organization to Support PPM. 205 5.4 Governance in Project Portfolio Management. 206 5.4.1 Corporate Strategy and Governance - Project Portfolio Stakeholders. 207 5-4.2 Project Portfolio Governance Approval, Signoff, and Launches. 207 5.5 Project Portfolio Consolidationof Project Data. 208 5.5.1 Project Portfolio - Capacity Planning and Management. 208 5.5.2 Project Portfolio Reporting. 210 5-5-3 Portfolio Management — Manage Portfolio and Maintaining Alignment. 211 5-5-4 Project Portfolio Management - Refresh, Assessment, and Analysis. 212 5-6 Project Portfolio Management - Effective Performance. 5-6.1 Project Portfolio Reporting Evaluation Post Deployment of Projects.
Contents 5.7 5.8 5.9 ■ xi The Project Management Office.214 5-7-1 Project Office vs. Project Management Office. 215 5-7-2 Purpose and Goals of the Project Management Office. 215 5-7-3 Key Factors for PMO Success. 219 5-7-4 Project Management Office — Role, Type, Functions, and Organization. 221 5-7-5 Planning for the Introduction of a PMO. 226 5-7-6 Implementation of the PMO. 229 Applying a Combined PPM/PMO Structure. 236 5-8.1 Multiple Project Portfolios in the Organization. 238 Challenges for Management By Projects by PPM and PMO. 238 5.9.1 Challenges for the Project Portfolio Management - PPM. 238 5-9.2 PPM — Business Alignment and Business Benefits. 239 5-9-3 PPM — Identification and Involvement of Key Stakeholders. 240 5-9-4 Challenges for the Project Management Office-PMO. 240 5-9-5 Project Management Office Metrics and Reporting on Projects 240 5-9-6 PMO: Continuous Improvement. 241 Index. 243 |
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| spelling | Maley, Claude H. Verfasser (DE-588)1326403737 aut Enterprise project management a comprehensive guide to successful management by projects Claude H. Maley Boca Raton ; London ; New York CRC Press, Taylor & Francis Group 2024 xi, 245 Seiten Illustrationen, Diagramme txt rdacontent n rdamedia nc rdacarrier bicssc / Economics bicssc / Production & quality control management bicssc / Environmental science, engineering & technology bicssc / Engineering - general bicssc / Project management bicssc / Network management bisacsh / COMPUTERS / Software Development & Engineering / Project Management bisacsh / TECHNOLOGY & ENGINEERING / Project Management bisacsh / COMPUTERS / Information Technology Projektmanagement (DE-588)4047441-0 gnd rswk-swf Projektkontrolle (DE-588)4175897-3 gnd rswk-swf Projektplanung (DE-588)4115649-3 gnd rswk-swf Projektmanagement (DE-588)4047441-0 s Projektplanung (DE-588)4115649-3 s Projektkontrolle (DE-588)4175897-3 s DE-604 Erscheint auch als Online-Ausgabe 978-1-003-42456-7 Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034966914&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Maley, Claude H. Enterprise project management a comprehensive guide to successful management by projects bicssc / Economics bicssc / Production & quality control management bicssc / Environmental science, engineering & technology bicssc / Engineering - general bicssc / Project management bicssc / Network management bisacsh / COMPUTERS / Software Development & Engineering / Project Management bisacsh / TECHNOLOGY & ENGINEERING / Project Management bisacsh / COMPUTERS / Information Technology Projektmanagement (DE-588)4047441-0 gnd Projektkontrolle (DE-588)4175897-3 gnd Projektplanung (DE-588)4115649-3 gnd |
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| title | Enterprise project management a comprehensive guide to successful management by projects |
| title_auth | Enterprise project management a comprehensive guide to successful management by projects |
| title_exact_search | Enterprise project management a comprehensive guide to successful management by projects |
| title_exact_search_txtP | Enterprise project management a comprehensive guide to successful management by projects |
| title_full | Enterprise project management a comprehensive guide to successful management by projects Claude H. Maley |
| title_fullStr | Enterprise project management a comprehensive guide to successful management by projects Claude H. Maley |
| title_full_unstemmed | Enterprise project management a comprehensive guide to successful management by projects Claude H. Maley |
| title_short | Enterprise project management |
| title_sort | enterprise project management a comprehensive guide to successful management by projects |
| title_sub | a comprehensive guide to successful management by projects |
| topic | bicssc / Economics bicssc / Production & quality control management bicssc / Environmental science, engineering & technology bicssc / Engineering - general bicssc / Project management bicssc / Network management bisacsh / COMPUTERS / Software Development & Engineering / Project Management bisacsh / TECHNOLOGY & ENGINEERING / Project Management bisacsh / COMPUTERS / Information Technology Projektmanagement (DE-588)4047441-0 gnd Projektkontrolle (DE-588)4175897-3 gnd Projektplanung (DE-588)4115649-3 gnd |
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