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, ...