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Business Driven Project Portfolio Management

Business Driven Project Portfolio Management

Conquering the Top 10 Risks That Threaten Success
By Mark Price Perry
Hardcover, 6x9, 320 pages
ISBN: 978-1-60427-053-2
March 2011

Availability: In stock

Retail Price: $64.95
Direct Price: $59.95
This book is also available as an ebook
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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

Official reference material for the Portfolio Management Professional (PfMP)SM Credential Examination

 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.

Key Features
  • Presents actionable tools, techniques and solutions to the top 10 PPM risks and execution difficulties that most organizations and program management offices (PMOs) face
  • Includes real case examples that organizations and PMOs of all shapes and sizes seeking to effectively management project portfolios will find beneficial
  • Shares insightful and practical advice from executives of leading PPM providers, coupled with the wisdom of highly experienced operational executives who manage PMOs, use PPM applications, and are responsible for PPM success
  • WAV offers downloadable PPM-related episodes of The PMO Podcast™, an executive overview presentation of the book’s content, solutions to end-of-chapter questions, and 100 practical tips for implementing PPM within your organization — available from the Web Added Value™ Download Resource Center at www.jrosspub.com
  • 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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