چهار رکن مدیریت پرتفوی: چابکی سازمانی، استراتژی، ریسک و منابع (بهترین شیوه‌ها در مدیریت پرتفوی، برنامه و پروژه)

Portfolio Management Consists Mainly Of Making Decisions About Which Initiatives To Undertake, Which Initiatives Not To Pursue, And Which Resources Are To Be Allocated To Which Portfolio Component. At Least, That's How It Is Most Commonly Presented In Textbooks And Courses. Indeed, It Is All Of That, But It Is Also So Much More. Portfolio Management Is, Of Course, About Making These Decisions, But, More Accurately, It Is About Making Them With The Goal Of Creating Value For An Organization's Wide Population Of Stakeholders, Both Internal And External. This Value Is Not Only Expressed In Financial Terms But Also In Social Terms. The Portfolio Should Create Value For All Stakeholders, Who Thereby Support The Portfolio Organization And Enable It To Sustain Itself. Portfolio Management Is About The Realization Of Strategic Vision, Achieving A Purpose, And Developing An Intelligent Way Of Using Resources To Benefit Stakeholders. This Requires The Ability To Find A Balance Among The Different Dimensions Of Portfolio Governance And Among The Constraints Constantly Shaping And Reshaping The Business Environment. This Is What Portfolio Management Is Truly About; This Is What Organizational Management Is About. The Four Pillars Of Portfolio Management: Organizational Agility, Strategy, Risk, And Resources Takes Readers On A Journey Navigating The Dimensions And Constraints To Be Balanced And Integrated As Part Of The Portfolio And Organizational Decision-making Process. By Balancing The Requirements Of Strategic Alignment With The Exposure To Risk And By Reconciling Resource Demands With Capability, A Portfolio Manager Can Develop And Sustain An Organization Despite The Constant And Dynamic Evolution Of The Business Environment. This Book Explains How To Manage Portfolios That Create The Agility All Organizations Require To Survive And Thrive. Olders. This Requires The Ability To Find A Balance Among The Different Dimensions Of Portfolio Governance And Among The Constraints Constantly Shaping And Reshaping The Business Environment. This Is What Portfolio Management Is Truly About; This Is What Organizational Management Is About. The Four Pillars Of Portfolio Management: Organizational Agility, Strategy, Risk, And Resources Takes Readers On A Journey Navigating The Dimensions And Constraints To Be Balanced And Integrated As Part Of The Portfolio And Organizational Decision-making Process. By Balancing The Requirements Of Strategic Alignment With The Exposure To Risk And By Reconciling Resource Demands With Capability, A Portfolio Manager Can Develop And Sustain An Organization Despite The Constant And Dynamic Evolution Of The Business Environment. This Book Explains How To Manage Portfolios That Create The Agility All Organizations Require To Survive And Thrive. Cover Half Title Title Page Copyright Page Dedication Table of Contents List of Figures Foreword Acknowledgments About the Author Chapter 1: Introduction Chapter 2: Context of Portfolio Management 2.1 Differences between Projects, Programs, and Portfolios 2.2 Uncertainty, Ambiguity, and Complexity 2.3 The Portfolio Management Governance Model 2.3.1 Establish the Organizational Strategy 2.3.2 Assess the Organizational Capabilities 2.3.3 Analyze Current Set of Activities and Initiatives 2.3.4 Forecast Future Commitments 2.3.5 Reconcile Resource Allocation with the Organization’s Capability 2.3.6 Analyze Performance Data 2.4 The Organizational Context of Portfolio Management 2.5 Various Perspectives of Portfolio Management 2.5.1 Time and Performance 2.5.2 Decision Making 2.5.3 Delivery and Strategy 2.5.4 Portfolio Management Agility Chapter 3: The First Pillar: Organizational Agility 3.1 What Is Organizational Agility? 3.2 Organizational Inertia 3.3 Factors of Inertia 3.3.1 An Organization: Such a Thing Does NOT Exist 3.3.2 Resistance and Limited Ability to Change: The Sponge Effect 3.3.3 Organizational Entropy 3.3.4 What Creates Entropy and the Illusion of Mastery? 3.4 How to Overcome Organizational Inertia? 3.4.1 Simplicity and Parsimony 3.4.2 Optimizing the Organizational Structure 3.4.3 Developing Cooperation 3.4.4 Breaking the Traditional Model of Uniqueness of Accountability and Encouraging Collaboration 3.5 Triggering a Collaborative Mindset Within the Organization 3.5.1 Establish an Appropriate Incentive System 3.5.2 Expand the Field of Accountability 3.5.3 Reward Collaboration, Make It Worthy, and Make Individualism Unprofitable 3.5.4 Communicate and Spread Your Strategic Objectives and Your Strategic Vision 3.6 The Role of the Project Management Office in Portfolio Management and in Organizational Agility Chapter 4: The Second Pillar: Your Organization’s Strategy 4.1 Defining Your Strategic Horizon 4.1.1 Measuring Organizational Inertia 4.1.2 Calculating Your Strategic Horizon 4.2 Constructing Your Strategic Vision 4.2.1 Aiming at Value 4.2.2 Strategy and Governance 4.2.3 Organizational Structures and Portfolio Structure: The Dog or the Tail? 4.3 Constructing Your Portfolio’s Strategy: Building the Opportunity Chain 4.3.1 Stating the Initial Concept 4.3.2 Who Are Your Stakeholders? How Do They Feel? The 4i’s Model 4.3.3 Expressing the Expectations 4.3.4 Identifying the Needs 4.3.5 Formalizing the Objectives 4.3.6 Determining the Strategic Contribution of Each Candidate Component 4.3.7 Constructing the Strategic Alignment Model 4.3.8 Functional Analysis, Critical Success Factors, and Key Performance Indicators 4.4 Integrating the Opportunity Chain throughout the Organization Chapter 5: The Third Pillar: Risk 5.1 Specificities of Risk Management at the Portfolio Level 5.1.1 Specificities in Risk Identification 5.1.2 SWOT Analysis Explained 5.1.3 Defining the Appropriate Risk Management Governance Structure 5.1.4 Specificities in Risk Analysis 5.2 Consolidating the Portfolio Risk Profile 5.2.1 Assessing the Risks, Component’s Risk Scoring, and Individual Profile 5.2.2 The Portfolio Risk Profile 5.2.3 The Initial Snapshot and Component Selection 5.2.4 The Evolution of the Risk Profile 5.3 Exploiting Opportunities; Or the Deadly Trap of Threat Mitigation—A Matter of Mindset Chapter 6: The Fourth Pillar: Resource Demand Planning 6.1 Analyzing the Current Capability 6.2 Anticipating the Needs in Resources for Current and Potential Components 6.3 Reconciling Bottom-Up and Top-Down Perspectives 6.4 Establishing a Regular Resource Demand Planning Process Chapter 7: Managing Your Portfolio 7.1 Defining Your Portfolio’s Roadmap 7.2 Delivering and Managing Benefits, Value, and Performance Triggers 7.3 Assessing Performance 7.4 Tracking Risks Within the Portfolio 7.5 Ensuring the Strategic Alignment 7.6 Realigning and Pushing Your Strategic Horizon Forward 7.7 Prepare the Next Iterations of Portfolio Management Chapter 8: Evolution and Future Developments in Portfolio Management Chapter 9: Conclusion 9.1 Portfolio Management as an Organizational Maturity and Agility Trigger 9.2 Developing the Appropriate Mindsets 9.3 Benefits of Portfolio Management 9.4 Portfolio Management Implementation, Success Factors, and Prerequisites Lexicon References Index The book explains how to manage a project portfolio by finding a balance between exposure to risk, alignment with strategy, and optimization of the resources. It presents models for defining organizational priorities, which are central to effect project portfolio management. It also presents a framework for developing corporate agility.