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Read the Reviews:
“This book provides practical advice and education for everyone from the CEO to the PMO analyst. It is an excellent resource for businesses wanting to implement portfolio management the right way, avoid pitfalls and ramp up with speed—a project portfolio management must read!” —Francine Samaras Hyde, Vice President, Enterprise PMO, USAble Life | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
About the Item:
This title is also available as an e-book on the iBookstore and for other devices through Kobobooks.com. Project portfolio management (PPM) is a term that is used to describe methods for analyzing and collectively managing groups of projects based on numerous factors and considerations. The fundamental objective of PPM is to determine the best projects to undertake in support of the goals, objectives, and strategies of the organization. Business Driven Project Portfolio Management covers the top 10 risks that threaten PPM success and offers practical alternatives to help ensure achievement of desired results. Written from a business perspective, it contains the executive insights, management strategy, tactics, processes and architecture needed for the successful implementation, ongoing management, and continual improvement of PPM in any organization. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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About the Author(s):
Mark Price Perry is a subject matter expert in the practical application of project portfolio management (PPM), collaboration platforms, and PMO content assets. Over the past 13 years, he has become a widely recognized expert in PMO setup as Senior Vice President of Operations at BOT International. Mark has been author of BOT International’s “PMO Tips of the Week column” for the past 9 years, sharing experience-based practical insights as a service to thousands of project management professional subscribers. Mr. Perry is a distinguished contributor at Gantthead.com, the leading online professional site for the project management community, and the author of the Gantthead.com blog, “PMO Setup T3 - Tips, Tools, and Techniques.” Mark Perry is also the host of “The PMO Podcast”, the leading podcast for PMOs of all shapes and sizes, and a sought after speaker. In addition to formal project managers and members of PMOs, Mr. Perry has helped tens of thousands of informal and accidental project managers apply the knowledge and techniques of the PMBOK® Guide. His previous title, Business Driven PMO Setup, has quickly become a best seller. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Table of Contents:
Chapter 1—PPM Risk #1: Shared Vision, Mission, Goals, and Objectives Project Portfolio Management Is Not Easy Shared Vision, Mission, Goals, and Objectives Inspiring a Shared Vision What Is the Vision of Project Portfolio Management? What Does Project Portfolio Management Include? Does Project Portfolio Management Change with Time? Mission, Goals, and Objectives Showcase #1: Microsoft Chapter 2—PPM Risk #2: Executive Level Support Starting at the Top with Senior Management Focusing on Business Goals from the Start Establishing the Project Portfolio Management Executive Playbook Reserved Powers for Project Portfolio Management Executive Discretion Showcase #2: Compuware Chapter 3—PPM Risk #3: Functional Champion Project Champion vs. Functional Champion Why Is a Functional Champion Needed? Who Should Be the Functional Champion? Functional Champion Techniques Showcase #3: Innotas Chapter 4—PPM Risk #4: Big Bang vs. Incremental Adoption Don’t Overwhelm the Organization Use a GAP Analysis Use a Proof of Concept Tolerate Imperfect Information Allow Sufficient Time To Get Systems in Place Recognize that Data Integrity Is Not a Tool Issue Be Open to the Possibility of a Big Bang Approach Showcase #4: PowerSteering Software Chapter 5—PPM Risk #5: The Effects of Changing Processes and Measures Understanding Perspectives on Processes and Metrics The Effects of Changing Processes and Measures Changing Processes and Measures—Bottom-up Evolution Changing Processes and Measures—Top-down Evolution Showcase #5: Planview Chapter 6—PPM Risk #6: Timeframe for Analysis and Decision Making Decision Timing Decision Style Organizational Level Decision Criteria Showcase #6: UMT Chapter 7—PPM Risk #7: Quantifying Business Value Project Success Perspectives: Enabler or Impediment? Caveats of the Two Dimensions of Project Success Quantifying Business Value Showcase #7: Outperform Chapter 8—PPM Risk #8: Ensuring Data Integrity Understanding Data Integrity Producing Data Integrity Improving Data Integrity Showcase #8: Hewlett-Packard Chapter 9—PPM Risk #9: Tooling and Architecture Overcoming the Tool Mindset An Architecture Approach Examples of PPM Architecture Showcase #9: Planview International Chapter 10—PPM Risk #10: Sustaining Value PPM Maturity Models—The Good, the Bad, and the Ugly The Emergence of Multi-dimensional PPM How Projects Are Viewed—Myopic vs. Ubiquitous How Management Is Viewed—Scientific Management vs. Complex Adaptive Systems Showcase #10: AtTask Epilogue Index | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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