July 2011
Intermediate to advanced
240 pages
6h 37m
English
Part III
Improving Project Return On Investment (ROI) Using Agile Project Portfolio Management
Projects used to be the focus of some senior management team (SMT) members. Meet client specifications within the constraints of time and cost. Unfortunately that misses the boat and has led to a high rate of project failure. Even when the client specifications were delivered within the time and cost constraints the majority of clients were not satisfied. That is not as strange as it might seem. The problem is that the attention was misdirected. Fortunately those are the bygone days.
The contemporary SMT view of the project should be as an investment in business value much like a stock or bond is a financial investment. That is what I want you to think about when you think about a project or a program. Projects and programs return some incremental business value to the organization for their successful completion and that is the basis on which a project or program is undertaken. Decisions about projects and programs that are underway are made based on the impact on business value. No other criterion really makes any sense. There are of course exceptions for federally mandated and maintenance projects. The objective of the organization is to invest in projects with the goal of returning the maximum business value for the choice of projects in which an investment of time, money, and people has been made. The three major questions that I will answer for you in Part III are:
- What are the ...