تحقق استراتژی از طریق پروژه‌ها: راهنمای اجرایی

Executives should not necessarily know the intricacies of project management, but they should know how project management, as a discipline, can benefit the organization in implementing its strategies and realizing its vision. The only way that executives can effectively apply project management to realize these goals is to have sound knowledge of the project management discipline. The purpose of this book is to provide executives with a comprehensive overview of the discipline of project management. It focuses on the benefits of project management to an organization. The goal is to provide executives with a view as to how project management can deliver organizational strategies. The various chapters focus on specific aspects within the project management discipline and how each aspect should be managed from a business perspective. The book covers the entire spectrum of project management from a management and leadership perspective. The focus is not necessarily on what needs to be done from a project management perspective, but on what organizations and senior executives can do to facilitate projects. The book covers: The value of project management Project management as a strategic enabler Project, program, and portfolio management The role of the project management office in the successful delivery of projects, programs, and portfolios The benefits of project deliverables bring Sustainability of the organization Governance and the role of the project sponsor. The book concludes with a comprehensive portfolio, program, and project management framework. This holistic framework enables organizations to achieve value from project management and realize strategic goals. Cover 1 Half Title 2 Title Page 6 Copyright Page 7 Dedication 8 Table of Contents 10 Dedication 8 Contents 10 Preface 18 Acknowledgements 20 About the Author 22 Chapter 1: Introduction 24 Chapter 2: Value of Project Management 28 2.1 Value Components 29 2.1.1 Organisational Context 30 2.1.2 Project Management Context 31 2.1.3 Value Context 32 2.2 Project Success Rates 33 2.2.1 Definition of Project Success 34 2.2.2 Project Success Rates 35 2.3 The Executive’s Role in Realising Value from Project Management 39 2.3.1 Project Management Enablers 40 2.3.2 Metrics to Measure Value 41 2.3.3 Sustainability of Value 43 2.4 Conclusion 44 2.5 References 45 Chapter 3: Strategic Alignment of Programmes and Projects 48 3.1 Strategic Alignment of Programmes and Projects 49 3.2 Aligning Projects with the Organisational Vision 50 3.2.1 Vision 52 3.2.2 Strategy Maps—Translating a Vision into Strategies 53 3.2.3 Strategy Maps—Translating Strategies into Business Objectives 54 3.2.4 Balanced Scorecards—Determining Targets and Measurements 54 3.2.5 Project Management 55 3.2.6 Projects 55 3.2.7 Programme Management 55 3.2.8 Programmes 56 3.2.9 Portfolio Management 56 3.2.10 Portfolios 57 3.2.11 From Projects Back to Vision 58 3.3 The Executive’s Role in the Strategic Alignment of Programmes and Projects 59 3.3.1 Communicate Vision and Strategies Continuously 59 3.3.2 Allocation of Resources 60 3.3.3 Be Wary of “Pet” Projects 60 3.3.4 Creating Metrics 61 3.3.5 Business Case 61 3.4 Conclusion 61 3.5 References 62 Chapter 4: Portfolio Management 66 4.1 Defining Portfolio Management 66 4.2 Overview of Portfolio Management Standards 68 4.2.1 The Standard for Portfolio Management 69 4.2.2 ISO 21504:2015 Project, Programme, and Portfolio Management—Guidance on Portfolio Management 70 4.2.3 Management of Portfolios (MoP®) 71 4.3 Portfolio Management Process 74 4.4 Portfolio Management Success 76 4.5 The Role of the Portfolio Manager 78 4.6 The Executive’s Role in Portfolio Management 82 4.6.1 Standardisation of Portfolio Management 82 4.6.2 Competent Portfolio Managers 82 4.6.3 Communication of Organisational Strategies 83 4.6.4 Corporate Politics 83 4.6.5 Information Management 83 4.7 Conclusion 84 4.8 References 84 Chapter 5: Programme Management 86 5.1 Defining Programme Management 86 5.1.1 The Rationale for Programme Management 88 5.2 Programme Management Framework 89 5.2.1 Key Areas 89 5.2.2 Processes 90 5.3 Overview of Programme Management Standards 93 5.3.1 The Standard for Program Management 93 5.3.2 Managing Successful Programmes 94 5.4 The Role of the Programme Manager 97 5.5 Programme Management Success 99 5.6 The Executive’s Role in Programme Management 99 5.6.1 Rationale for a Programme 99 5.6.2 Clear Career Path for Programme Managers 100 5.6.3 Enable Programme Managers to be Successful 100 5.6.4 Measuring the Progress of the Programme 101 5.7 Conclusion 101 5.8 References 102 Chapter 6: Project Management 104 6.1 Defining Project Management 105 6.1.1 Project Life Cycle 105 6.1.2 Process Groups 106 6.2 Overview of Project Management Standards 107 6.2.1 A Guide to the Project Management Body of Knowledge 108 6.2.2 APM Body of Knowledge 110 6.2.3 ISO 21500:2012—Guidance on Project Management 112 6.3 Methodologies 113 6.3.1 PRINCE2® 113 6.4 Talent Management 114 6.4.1 Global Alliance for Project Performance Standards (GAPPS) 115 6.4.2 Project Management Competency Development Framework (PMCDF) 116 6.4.3 Individual Competence Baseline (IPMA ICB®) 117 6.5 Project Management Maturity 120 6.6 Project Success 121 6.6.1 Project Success Perspective 122 6.6.2 Project Success Criteria 122 6.6.3 Project Success Factors 123 6.7 The Executive’s Role in Project Management 125 6.7.1 Adherence to Best Practices 126 6.7.2 Improving Project Management Maturity (PMM) 126 6.7.3 Embedding Project Management as a Culture within the Organisation 126 6.7.4 Evolve from Triple Constraint to Strategic Success 127 6.7.5 Project Manager Career Path 127 6.8 Conclusion 127 6.9 References 128 Chapter 7: Project Management Offices 132 7.1 Portfolio Management Offices 133 7.1.1 Activist PMO 134 7.2 The Role of the PMO 137 7.2.1 Things-Related Activities 137 7.2.2 People-Related Activities 138 7.2.3 Project-Focused Functions 138 7.2.4 Organisation-Oriented Functions 139 7.2.5 Knowledge Agent 140 7.3 PMO Maturity Stages 141 7.3.1 Project Office 141 7.3.2 The Basic PMO 142 7.3.3 The Standard PMO 142 7.3.4 The Advanced PMO 143 7.3.5 Centre of Excellence 144 7.4 Metrics for the PMO 144 7.4.1 Process Management and Improvement Metrics 144 7.4.2 Project Performance Metrics 145 7.4.3 Business Management Metrics 146 7.5 PMO Challenges 147 7.6 The Executive’s Role in the Project Management Office 149 7.6.1 The Need for a Centre of Excellence 149 7.6.2 Establishing of a Vision and Values 149 7.6.3 PMO Leadership 149 7.6.4 Staffing of the PMO 150 7.6.5 Creating a Culture of Discipline 150 7.6.6 Determining and Communicating the Value of the PMO 151 7.7 Conclusion 151 7.8 References 152 Chapter 8: Benefits Realisation Management 154 8.1 Defining Benefits Realisation Management 155 8.2 The Benefits Realisation Management Process 156 8.3 Roles and Responsibilities within BRM 158 8.4 Challenges Facing Benefits Realisation Management 160 8.5 Profile of a Benefit 161 8.6 Benefits Dependency Network (BDN) 163 8.6.1 Tracking and Monitoring Benefits 166 8.6.2 Change Management 166 8.7 Benefits Realisation Management Maturity 167 8.8 The Executive’s Role in Realising Benefits 168 8.8.1 Criteria for Benefits Analysis and Grouping 168 8.8.2 BRM Responsibility and Accountability 169 8.8.3 Integrating the BRP into the Project Plan 169 8.8.4 Change in Culture 169 8.8.5 Take a Strategic View of Benefits 170 8.9 Conclusion 170 8.10 References 171 Chapter 9: Sustainability in Project Management 174 9.1 Defining Sustainability 175 9.1.1 Standards and Guidelines for Sustainability 176 9.2 Sustainability in Project Management 177 9.3 Sustainability in Project Management Competencies 179 9.4 Maturity Model for Sustainability in Project Management 181 9.5 Project Management Sustainability Model 182 9.6 The Executive’s Role in Sustainability Project Management 184 9.6.1 Promote the Sustainability Agenda 184 9.6.2 Integration of Sustainability into P3 Discipline 185 9.6.3 Enable P3 for Maturity Improvement 185 9.6.4 Sustainability Reporting 185 9.6.5 Competencies in SD 186 9.7 Conclusion 186 9.8 References 187 Chapter 10: Project Governance and Auditing 190 10.1 Corporate and Project Governance 191 10.2 Defining Project Governance 192 10.2.1 Governance of Projects versus Project Governance 193 10.2.2 Governmentality 193 10.3 Project Governance and Project Success 194 10.4 Project Governance—Roles and Responsibilities 194 10.4.1 Governing Body 195 10.4.2 Project Sponsor 195 10.4.3 Project Manager 195 10.4.4 Project Management Office 196 10.5 Project Governance Framework 196 10.5.1 Governance Domains 197 10.5.2 Governance Functions 197 10.6 Contextualising Project Governance 198 10.7 Project Auditing 198 10.7.1 Defining Project Auditing 198 10.7.2 Types of Project Audits 200 10.7.3 Framework for Project Auditing 202 10.8 The Executive’s Role in Project Governance 202 10.8.1 Establishment of Formal Roles and Responsibilities 204 10.8.2 Walk the Governance Talk 204 10.8.3 Importance of Governmentality 204 10.8.4 Training 205 10.8.5 Enforce Continuous Auditing 205 10.9 Conclusion 205 10.10 References 206 Chapter 11: Executive Sponsor 208 11.1 Defining the Executive Sponsor 209 11.2 Characteristics of the Executive Sponsor 210 11.3 Role of the Executive Sponsor 212 11.3.1 Governance Roles 212 11.3.2 Control and Support Functions 214 11.4 Project Success and the Executive Sponsor 215 11.5 Challenges Facing the Executive Sponsor 216 11.6 Empowering the Executive Sponsor 217 11.6.1 Recognise and Define the Executive Sponsor Role 218 11.6.2 Provide Guidance and Training for Executive Sponsors 218 11.6.3 Acceptance of the Role 218 11.6.4 Change of Project Sponsor 219 11.7 Conclusion 219 11.8 References 220 Chapter 12: Comprehensive Overview of Project Management 222 12.1 Comprehensive 3PM Framework 224 12.2 Symbiotic Relationships 224 12.3 Chief Project Officer 226 12.4 Conclusion 227 List of Acronyms 228 Index 230 "Executives should not necessarily know the intricacies of project management, but they should know how project management, as a discipline, can benefit the organization in implementing its strategies and realizing its vision. The only way that executives can effectively apply project management to realize these goals is to have sound knowledge of the project management discipline. The purpose of this book is to provide executives with a comprehensive overview of the discipline of project management. It focuses on the benefits of project management to an organization. The goal is to provide executives with a view as to how project management can deliver organizational strategies. The various chapters focus on specific aspects within the project management discipline and how each aspect should be managed from a business perspective. The book covers the entire spectrum of project management from a management and leadership perspective. The focus is not necessarily on what needs to be done from a project management perspective, but on what organizations and senior executives can do to facilitate projects. The book covers:The value of project management Project management as a strategic enablerProject, program, and portfolio managementThe role of the project management office in the successful delivery of projects, programs, and portfoliosThe benefits of project deliverables bring Sustainability of the organizationGovernance and the role of the project sponsor. The book concludes with a comprehensive portfolio, program, and project management framework. This holistic framework enables organizations to achieve value from project management and realize strategic goals."--Provided by publisher The book focuses on the benefits of project management to the organization. The goal is to provide senior executives a view as what project management can deliver to the organizational strategies. The book covers the entire spectrum of project management from a management and leadership perspective.