Realizing Strategy through Projects: The Executive's Guide
Realizing Strategy through Projects: The Executive's Guide - The Executive's Guide (Hardcover, 3rd Edition)
R 2 586.00
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- 25 Jul 2022
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Description
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.
Table of Contents
1. Introduction
2. Value of Project Management
2.1. Value Components
2.2. Project Success Rates
2.3. The Executive’s Role in Realising Value from Project Management
3. Strategic Alignment of Programmes and Projects
3.1. Strategic Alignment of Programmes and Projects
3.2. Aligning Projects with the Organisational Vision
3.3. The Executive’s Role in the Strategic Alignment of Programmes and Projects
4. Portfolio Management
4.1. Defining Portfolio Management
4.2. Overview of Portfolio Management Standards
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
5. Programme Management
5.1. Defining Programme Management
5.2. Programme Management Framework
5.3. Overview of Programme Management Standards
5.4. The Role of the Programme Manager
5.5. Programme Management Success
5.6. The Executive’s Role in Programme Management
6. Project Management
6.1. Defining Project Management
6.2. Overview of Project Management Standards
6.3. Methodologies
6.4. Talent Management
6.5. Project Management Maturity
6.6. Project Success
6.7. The Executive’s Role in Project Management
7. Project Management Offices
7.1. Portfolio Management Offices
7.2. The Role of the PMO
7.3. PMO Maturity Stages
7.4. Metrics. for the PMO
7.5. PMO Challenges
7.6. The Executive’s Role in the Project Management Office of the PMO
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)
8.7. Benefits Realisation Management Maturity
8.8. The Executive’s Role in Realising Benefits
9. Sustainability in Project Management
9.1. Defining 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
10. Project Governance and Auditing
10.1. Corporate and Project Governance
10.2. Defining Project Governance
10.3. Project Governance and Project Success
10.4. Project Governance—Roles and Responsibilities
10.5. Project Governance Framework
10.6. Contextualising Project Governance
10.7. Project Auditing
10.8. The Executive’s Role in Project Governance
11. Executive Sponsor
11.1. Defining the Executive Sponsor
11.2. Characteristics of the Executive Sponsor
11.3. Role of the Executive Sponsor
11.4. Project Success and the Executive Sponsor
11.5. Challenges Facing the Executive Sponsor
11.6. Empowering the Executive Sponsor
12. Comprehensive Overview of Project Management
12.1. Comprehensive 3PM Framework
12.2. Symbiotic Relationships
12.3. Chief Project Officer
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.
Table of Contents
1. Introduction
2. Value of Project Management
2.1. Value Components
2.2. Project Success Rates
2.3. The Executive’s Role in Realising Value from Project Management
3. Strategic Alignment of Programmes and Projects
3.1. Strategic Alignment of Programmes and Projects
3.2. Aligning Projects with the Organisational Vision
3.3. The Executive’s Role in the Strategic Alignment of Programmes and Projects
4. Portfolio Management
4.1. Defining Portfolio Management
4.2. Overview of Portfolio Management Standards
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
5. Programme Management
5.1. Defining Programme Management
5.2. Programme Management Framework
5.3. Overview of Programme Management Standards
5.4. The Role of the Programme Manager
5.5. Programme Management Success
5.6. The Executive’s Role in Programme Management
6. Project Management
6.1. Defining Project Management
6.2. Overview of Project Management Standards
6.3. Methodologies
6.4. Talent Management
6.5. Project Management Maturity
6.6. Project Success
6.7. The Executive’s Role in Project Management
7. Project Management Offices
7.1. Portfolio Management Offices
7.2. The Role of the PMO
7.3. PMO Maturity Stages
7.4. Metrics. for the PMO
7.5. PMO Challenges
7.6. The Executive’s Role in the Project Management Office of the PMO
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)
8.7. Benefits Realisation Management Maturity
8.8. The Executive’s Role in Realising Benefits
9. Sustainability in Project Management
9.1. Defining 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
10. Project Governance and Auditing
10.1. Corporate and Project Governance
10.2. Defining Project Governance
10.3. Project Governance and Project Success
10.4. Project Governance—Roles and Responsibilities
10.5. Project Governance Framework
10.6. Contextualising Project Governance
10.7. Project Auditing
10.8. The Executive’s Role in Project Governance
11. Executive Sponsor
11.1. Defining the Executive Sponsor
11.2. Characteristics of the Executive Sponsor
11.3. Role of the Executive Sponsor
11.4. Project Success and the Executive Sponsor
11.5. Challenges Facing the Executive Sponsor
11.6. Empowering the Executive Sponsor
12. Comprehensive Overview of Project Management
12.1. Comprehensive 3PM Framework
12.2. Symbiotic Relationships
12.3. Chief Project Officer