Project Portfolio Management

ISBN-13: 9780787977542 / Angielski / Twarda / 2005 / 560 str.

Harvey A. Levine; Max Wideman

Opis

Project Portfolio Management (PPM) goes beyond the typical project management approach to offer a set of proven business practices that can help executives, program managers, and project managers bring projects into alignment with the strategies, resources, and executive oversight of the overall enterprise. Step by step, this book shows how to take a project from the inception of a vision to the realization of benefits to the organization. Project Portfolio Management draws on project management expert Harvey A. Levine's years of research and distills the knowledge and best practices from dozens of leaders in the field to show how to select and implement the projects that will garner the best results. Throughout this important resource, Levine tackles the many challenges associated with PPM, including

• Ranking value and benefits
• Determining the size of the portfolio pipeline
• Assessing the impact of uncertainty on projects and portfolios
• Understanding the benefit and risk relationship
• Establishing a portfolio governance capability
• Managing the portfolio to maximize benefits
• Implementing PPM

Recenzje

“…a valuable reference for theory and analysis…” ( Supply Management, December 2005)

Spis treści

Foreword (Max Wideman).

Acknowledgments.

The Author.

Introduction.

Part One: A Practical Guide to Project Portfolio Management.

Section One: What Is Project Portfolio Management, and Why Do We Need It?

1.1 Why Do We Need Project Portfolio Management?

1.2 What Is Project Portfolio Management?

Section Two: The Fundamentals of a Project Portfolio Management Process.

2.1 Selecting Projects for the Pipeline.

2.2 Maintaining the Pipeline.

2.3 Executing Project Portfolio Management.

2.4 Tools for Project Portfolio Management.

2.5 Implementing Project Portfolio Management.

Section Three: The Finer Points of Project Portfolio Management.

3.1 Defining PPM: A Bridge or a Hub?

3.2 A Prequalification Process for Selecting Projects for the Portfolio.

3.3 The Impact of Uncertainty on Projects and the Portfolios.

3.4 Is There a Gorilla in Your Portfolio? Turning Opportunity into Value.

3.5 Work Breakdown Structures for Risk and Strategies.

3.6 An Introduction to Earned Value Analysis.

Part Two: Contributed Chapters and Case Studies.

Section Four: PPM Techniques and Issues: Portfolio Planning.

4.1 Linking Strategy and Project Portfolio Management (K. C. Yelin).

4.2 How to Determine the Value of a Project (Ray Trotta, Christopher Gardner).

4.3 Using the Analytic Hierarchy Process to Improve Enterprise Project Portfolio Management (James Devlin).

4.4 The Efficient Frontier Technique for Analyzing Project Portfolio Management (Mike Gruia).

Section Five: PPM Techniques and Issues: Organizing and Implementing.

5.1 Making the Case for Project Portfolio Management (Clifford B. Cohen, Randall L. Englund).

5.2 The Role of Executives in Effective Project Portfolio Management (K. C. Yelin).

5.3 Project Offices Are Key Components of IT Governance (Matt Light).

Section Six: PPM Applications: Information Technology.

6.1 A Summary of First Practices and Lessons Learned in Information Technology Portfolio Management (Federal CIO Council, Best Practices Committee).

6.2 The Backbone System of IT Management and Governance: IT Management and Governance 101 (David Hurwitz).

Section Seven: PPM Applications: New Product Development.

7.1 A Stage–Gate® Idea–to–Launch Framework for Driving New Products to Market (Robert G. Cooper).

7.2 Portfolio Management for Product Innovation (Robert G. Cooper).

Section Eight: Applications: PPM for Theory of Constraint Advocates.

8.1 Applying the Theory of Constraints to Project Portfolio Management (Larry Leach).

Section Nine: Case Studies.

9.1 Managing Your Technology Pipeline Portfolio Management Process and Its Evolution over Time (Rebecca Seibert).

9.2 Using PPM to Ease the Hewlett–Packard–Compaq Merger (Don Kingsberry).

9.3 Developing a PPM Capability at America Online (Rich Dougherty).

9.4 EW Scripps: A Media Giant’s Portfolio Management Solution (Vanessa McMillan).

Section Ten: What Others Are Saying About PPM.

10.1 Beyond the Triple Constraints: Developing a Business Venture Approach to Project Management (Robert J. Graham, Dennis Cohen).

10.2 From Overload to Productivity via Systematic Decision Making (James Schlick, Andrew Longman).

10.3 The Seven Habits of Highly Effective IT Portfolio Management Implementations (Gil Makleff).

10.4 Project Portfolio Management Basics (PMI Knowledge and Wisdom Center).

10.5 Integrating Project Portfolio Management with Project Management Practices to Deliver Competitive Advantage (James S. Pennypacker, Patrick Sepate).

Notes.

Index.

O autorze

Harvey A. Levine has been a project management specialist and consultant since 1962. In addition to contributing to PM journals and web sites, Levine provides applications, system design, and consulting services in project planning and control. He served as president and chairman of the board of directors of the Project Management Institute and is a PMI fellow. He is the author of Practical Project Management from John Wiley & Sons.

Blurb

Project Portfolio Management

Project Portfolio Management (PPM) goes beyond the typical project management approach to offer a set of proven business practices that can help executives, program managers, and project managers bring projects into alignment with the strategies, resources, and executive oversight of the overall enterprise.

Step by step, this book shows how to take a project from the inception of a vision to the realization of benefits to the organization. Project Portfolio Management draws on project management expert Harvey A. Levine′s years of research and distills the knowledge and best practices from dozens of leaders in the field to show how to select and implement the projects that will garner the best results. Throughout this important resource, Levine tackles the many challenges associated with PPM, including

• Ranking value and benefits
• Determining the size of the portfolio pipeline
• Assessing the impact of uncertainty on projects and portfolios
• Understanding the benefit and risk relationship
• Establishing a portfolio governance capability
• Managing the portfolio to maximize benefits
• Implementing PPM

Using Project Portfolio Management as a guide, project managers can create a healthy portfolio of projects that will ultimately improve an organization′s effectiveness in using limited resources to support its goals.