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ISBN 10: 1315303868
ISBN 13: 9781138196100
Author: Carl Marnewick
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.
Chapter 1 Introduction
Chapter 2 Value of Project Management
2.1 Value Components
2.1.1 Organisational Context
2.1.2 Project Management Context
2.1.3 Value Context
2.2 Project Success Rates
2.2.1 Definition of Project Success
2.2.2 Project Success Rates
2.3 The Executive’s Role in Realising Value from Project Management
2.3.1 Project Management Enablers
2.3.2 Metrics to Measure Value
2.3.3 Sustainability of Value
2.4 Conclusion
2.5 References
Chapter 3 Strategic Alignment of Programmes and Projects
3.1 Strategic Alignment of Programmes and Projects
3.2 Aligning Projects with the Organisational Vision
3.2.1 Vision
3.2.2 Strategy Maps—Translating a Vision into Strategies
3.2.3 Strategy Maps—Translating Strategies into Business Objectives
3.2.4 Balanced Scorecards—Determining Targets and Measurements
3.2.5 Project Management
3.2.6 Projects
3.2.7 Programme Management
3.2.8 Programmes
3.2.9 Portfolio Management
3.2.10 Portfolios
3.2.11 From Projects Back to Vision
3.3 The Executive’s Role in the Strategic Alignment of Programmes and Projects
3.3.1 Communicate Vision and Strategies Continuously
3.3.2 Allocation of Resources
3.3.3 Be Wary of “Pet” Projects
3.3.4 Creating Metrics
3.3.5 Business Case
3.4 Conclusion
3.5 References
Chapter 4 Portfolio Management
4.1 Defining Portfolio Management
4.2 Overview of Portfolio Management Standards
4.2.1 The Standard for Portfolio Management
4.2.2 ISO 21504:2015 Project, Programme, and Portfolio Management—Guidance on Portfolio Management
4.2.3 Management of Portfolios (MoP®)
4.3 Portfolio Management Process
4.4 Portfolio Management Success
4.5 The Role of the Portfolio Manager
4.6 The Executive’s Role in Portfolio Management
4.6.1 Standardisation of Portfolio Management
4.6.2 Competent Portfolio Managers
4.6.3 Communication of Organisational Strategies
4.6.4 Corporate Politics
4.6.5 Information Management
4.7 Conclusion
4.8 References
Chapter 5 Programme Management
5.1 Defining Programme Management
5.1.1 The Rationale for Programme Management
5.2 Programme Management Framework
5.2.1 Key Areas
5.2.2 Processes
5.3 Overview of Programme Management Standards
5.3.1 The Standard for Program Management
5.3.2 Managing Successful Programmes
5.4 The Role of the Programme Manager
5.5 Programme Management Success
5.6 The Executive’s Role in Programme Management
5.6.1 Rationale for a Programme
5.6.2 Clear Career Path for Programme Managers
5.6.3 Enable Programme Managers to be Successful
5.6.4 Measuring the Progress of the Programme
5.7 Conclusion
5.8 References
Chapter 6 Project Management
6.1 Defining Project Management
6.1.1 Project Life Cycle
6.1.2 Process Groups
6.2 Overview of Project Management Standards
6.2.1 A Guide to the Project Management Body of Knowledge
6.2.2 APM Body of Knowledge
6.2.3 ISO 21500:2012—Guidance on Project Management
6.3 Methodologies
6.3.1 PRINCE2®
6.4 Talent Management
6.4.1 Global Alliance for Project Performance Standards (GAPPS)
6.4.2 Project Management Competency Development Framework (PMCDF)
6.4.3 Individual Competence Baseline (IPMA ICB®)
6.5 Project Management Maturity
6.6 Project Success
6.6.1 Project Success Perspective
6.6.2 Project Success Criteria
6.6.3 Project Success Factors
6.7 The Executive’s Role in Project Management
6.7.1 Adherence to Best Practices
6.7.2 Improving Project Management Maturity (PMM)
6.7.3 Embedding Project Management as a Culture within the Organisation
6.7.4 Evolve from Triple Constraint to Strategic Success
6.7.5 Project Manager Career Path
6.8 Conclusion
6.9 References
Chapter 7 Project Management Offices
7.1 Portfolio Management Offices
7.1.1 Activist PMO
7.2 The Role of the PMO
7.2.1 Things-Related Activities
7.2.2 People-Related Activities
7.2.3 Project-Focused Functions
7.2.4 Organisation-Oriented Functions
7.2.5 Knowledge Agent
7.3 PMO Maturity Stages
7.3.1 Project Office
7.3.2 The Basic PMO
7.3.3 The Standard PMO
7.3.4 The Advanced PMO
7.3.5 Centre of Excellence
7.4 Metrics for the PMO
7.4.1 Process Management and Improvement Metrics
7.4.2 Project Performance Metrics
7.4.3 Business Management Metrics
7.5 PMO Challenges
7.6 The Executive’s Role in the Project Management Office
7.6.1 The Need for a Centre of Excellence
7.6.2 Establishing of a Vision and Values
7.6.3 PMO Leadership
7.6.4 Staffing of the PMO
7.6.5 Creating a Culture of Discipline
7.6.6 Determining and Communicating the Value of the PMO
7.7 Conclusion
7.8 References
Chapter 8 Benefits Realisation Management
8.1 Defining Benefits Realisation Management
8.2 The Benefits Realisation Management Process
8.3 Roles and Responsibilities within BRM
8.4 Challenges Facing Benefits Realisation Management
8.5 Profile of a Benefit
8.6 Benefits Dependency Network (BDN)
8.6.1 Tracking and Monitoring Benefits
8.6.2 Change Management
8.7 Benefits Realisation Management Maturity
8.8 The Executive’s Role in Realising Benefits
8.8.1 Criteria for Benefits Analysis and Grouping
8.8.2 BRM Responsibility and Accountability
8.8.3 Integrating the BRP into the Project Plan
8.8.4 Change in Culture
8.8.5 Take a Strategic View of Benefits
8.9 Conclusion
8.10 References
Chapter 9 Sustainability in Project Management
9.1 Defining Sustainability
9.1.1 Standards and Guidelines for Sustainability
9.2 Sustainability in Project Management
9.3 Sustainability in Project Management Competencies
9.4 Maturity Model for Sustainability in Project Management
9.5 Project Management Sustainability Model
9.6 The Executive’s Role in Sustainability Project Management
9.6.1 Promote the Sustainability Agenda
9.6.2 Integration of Sustainability into P3 Discipline
9.6.3 Enable P3 for Maturity Improvement
9.6.4 Sustainability Reporting
9.6.5 Competencies in SD
9.7 Conclusion
9.8 References
Chapter 10 Project Governance and Auditing
10.1 Corporate and Project Governance
10.2 Defining Project Governance
10.2.1 Governance of Projects versus Project Governance
10.2.2 Governmentality
10.3 Project Governance and Project Success
10.4 Project Governance—Roles and Responsibilities
10.4.1 Governing Body
10.4.2 Project Sponsor
10.4.3 Project Manager
10.4.4 Project Management Office
10.5 Project Governance Framework
10.5.1 Governance Domains
10.5.2 Governance Functions
10.6 Contextualising Project Governance
10.7 Project Auditing
10.7.1 Defining Project Auditing
10.7.2 Types of Project Audits
10.7.3 Framework for Project Auditing
10.8 The Executive’s Role in Project Governance
10.8.1 Establishment of Formal Roles and Responsibilities
10.8.2 Walk the Governance Talk
10.8.3 Importance of Governmentality
10.8.4 Training
10.8.5 Enforce Continuous Auditing
10.9 Conclusion
10.10 References
Chapter 11 Executive Sponsor
11.1 Defining the Executive Sponsor
11.2 Characteristics of the Executive Sponsor
11.3 Role of the Executive Sponsor
11.3.1 Governance Roles
11.3.2 Control and Support Functions
11.4 Project Success and the Executive Sponsor
11.5 Challenges Facing the Executive Sponsor
11.6 Empowering the Executive Sponsor
11.6.1 Recognise and Define the Executive Sponsor Role
11.6.2 Provide Guidance and Training for Executive Sponsors
11.6.3 Acceptance of the Role
11.6.4 Change of Project Sponsor
11.7 Conclusion
11.8 References
Chapter 12 Comprehensive Overview of Project Management
12.1 Comprehensive 3PM Framework
12.2 Symbiotic Relationships
12.3 Chief Project Officer
12.4 Conclusion
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Tags: Carl Marnewick, Realizing strategy, executive's guide
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