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Effective Project Management: Traditional, Agile, Extreme, 7th Edition by Robert K. Wysocki

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Chapter 18

A Practical Project-Based Model of the Enterprise

Vision: Top management's heroic guess about the future, easily printed on mugs, T-shirts, posters, and calendar cards.

—Anonymous, Fortune (February 15, 1995)

Nothing is more dangerous than an idea, when you only have one idea.

—Emile-August Chartier (1868–1951), French Philosopher, Propos sur la Religion (1938)

I think consensus is a poor substitute for leadership.

—Charlotte Beers, U.S. advertising executive and former Under Secretary of State

CHAPTER LEARNING OBJECTIVES
After reading and discussing this chapter, you will:
  • Appreciate the business environment and its impact on projects, programs, and portfolios at the enterprise level
  • Be able to explain the Enterprise-level Project Portfolio Model (EPPM)
  • Know the complexity and uncertainty of management decision making within the EPPM
  • Understand the connection between projects and the need to maximize the return from effective resource utilization
  • Appreciate the constraining impact of resource dependencies on the scope and scheduling of projects, programs, and portfolios
  • Integrate roles and responsibilities of resource managers into the EPPM
  • Integrate roles and responsibilities of functional managers into the EPPM
  • Integrate roles and responsibilities of line-of-business (LOB) managers into the EPPM
  • Integrate roles and responsibilities of project managers and business analysts into the EPPM
  • Understand the interactions between resource managers, functional managers, ...

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