Improving Business Performance

Improving Business Performance

by Ramani S
Released September 2018
Publisher(s): Auerbach Publications
ISBN: 9781315359953

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Book description

No organization is impervious to change. Rather, the survival and growth of an organization is dependent on how well it copes with change. Successful change initiatives consist of the integrated eco-system of its portfolio, programs, and projects. These change initiatives become the delivery mechanisms for implementing the strategy of an organization.

Improving Business Performance: A Project Portfolio Management Approach clarifies how the proper application of portfolio, program, and project management concepts can help commercial and non-profit organizations achieve their strategic objectives. Most organizations have been good at devising strategy, but falter during its implementation. Executing strategy well to deliver superior business performance remains a key challenge, which is addressed as the core theme of this book.

The book portrays a top-down orientation as well as a bottom-up integration of change initiatives to facilitate alignment to strategy and accommodate mid-course changes. It takes into account existing global best management practices to bring forth an approach that is customizable and useful to organizations in any industry.

Describing why portfolio management lies at the apex of change initiative management, the book explains how to design and fine-tune portfolios so they are in alignment with your organization’s overall strategy and business needs. After reading this book, you will understand:

  • How to design the project portfolio structure for your organization
  • How to integrate programs and projects within the portfolio more effectively
  • How to better manage interactions across diverse change initiatives
  • How to maintain focus while managing change to realize benefits

The book presents a case study that illustrates the application of project portfolio concepts in practical scenarios. It includes chapters dedicated to transition management, change management, benefits management, and the Enterprise Project Management Office. It also includes templates you can immediately put to use in your own portfolios, programs, and projects.

Table of contents

  1. Cover
  2. Dedication
  3. Table of Contents
  4. Preface
  5. Acknowledgments
  6. About the Author
  7. Chapter 1 Context for Change
    1. 1.1 Why Change?
    2. 1.2 Triggers for Change
    3. 1.3 The Impact of Change
  8. Chapter 2 It All Commences with Strategy! Project Portfolio Management
    1. 2.1 Starting Point for Portfolio Definition
    2. 2.2 Strategic Positioning of Organizations
    3. 2.3 Boston Consulting Group (BCG ) Matrix—Application
    4. 2.4 Setting Up of Performance Targets
    5. 2.5 Strategy Evolution
    6. 2.6 Organizational Vision, Mission, and Strategic Objectives
    7. 2.7 Environmental Scanning and Competitive Strategies
    8. 2.8 Application of Balanced Scorecard (BSC) to Portfolio Management
    9. 2.9 Balancing the Portfolio
    10. 2.10 Portfolio Definition and Management— Roles and Responsibilities
    11. 2.11 Portfolio Definition and Implementation—Key Steps
    12. 2.12 Portfolio Funding
    13. 2.13 Portfolio Optimization
    14. 2.14 Portfolio Implementation
    15. References
  9. Chapter 3 The Core of Program Management—Benefits Management
    1. 3.1 Program Management—The Context of Benefits Management
    2. 3.2 Benefits Map
    3. 3.3 Multiple Ways a Program Can Come About in an Organization
    4. 3.4 Program Mandate
    5. 3.5 Program Governance Board
    6. 3.6 Program Lifecycle—Phases
    7. 3.7 Program Initiation Phase
    8. 3.8 Program Stakeholder Engagement
    9. 3.9 Program Definition Phase
    10. 3.10 Program Execution Phase
    11. 3.11 Program Closure Phase
  10. Chapter 4 Project Management—Delivery Enabler for Change
    1. 4.1 Project Management—Context
    2. 4.2 Project Management—Major Processes
    3. 4.3 The Project Charter
    4. 4.4 Project Stakeholder Engagement
    5. 4.5 Requirements Management
    6. 4.6 Project Work Breakdown Structure (PjWBS)
    7. 4.7 Project Schedule Development
    8. 4.8 Project Cost Baseline
    9. 4.9 Scope Change Requests and Managing Change
    10. 4.10 Project Quality Management Plan
    11. 4.11 Project Communications and Risk Management Plans/Risk Management Flow
    12. 4.12 Procurement Management and Staffing Management Plans
    13. 4.13 Project Setup End-Deliverable: Project Management Plan Finalization
    14. 4.14 Assessing Project Viability
    15. 4.15 Project Delivery Process
    16. 4.16 Project Progress Monitoring Process
    17. 4.17 Project Closing Process
  11. Chapter 5 Change Initiative Integration into Operations—Transition Management
    1. 5.1 Introduction to Transition Management
    2. 5.2 Pre-transition Step
    3. 5.3 Transition Step
    4. 5.4 Post-transition Step
  12. Chapter 6 Change Management and Stakeholder Engagement
    1. 6.1 Significance of Change Management and Stakeholder Engagement
    2. 6.2 How Change Gets Triggered Off?
    3. 6.3 Enabling Changes from Enterprise-Wide Transformation Initiatives—Stakeholder Classification
    4. 6.4 Grouping of Stakeholders and Developing Stakeholder Response Stances
    5. 6.5 Why It Is Difficult to Change Stakeholders? Or Stakeholder Views?
    6. 6.6 Applicability of Change Management Models in Driving Change Initiatives
    7. 6.7 The Ways in Which Different Organizations Work
    8. 6.8 Change Management Roles
    9. 6.9 Summary
    10. References
  13. Chapter 7 Benefits Management—Link between Portfolio and Program Management
    1. 7.1 What Is Benefits Management?
    2. 7.2 What Are the Practical Issues Concerning Benefits Management?
    3. 7.3 Benefits Identification
    4. 7.4 Benefits Quantification
    5. 7.5 Planning to Obtain the Benefits
    6. 7.6 Realizing, Tracking, and Sustaining the Benefits
    7. 7.7 Benefits Management from the Portfolio Management Perspective
  14. Chapter 8 Setting Up and Running an Enterprise Project Management Office (EPMO)
    1. 8.1 Why an EPMO?
    2. 8.2 What Is an EPMO?
    3. 8.3 What Would Be the Structure of a Full-Fledged EPMO?
    4. 8.4 The Centralized Portfolio Office (PfO)/Nodal Offices
    5. 8.5 Center of Excellence (COE) Functions and Services
    6. 8.6 Temporary Project/Program Offices
    7. 8.7 How Is the EPMO Set Up?
    8. 8.8 Run the EPMO Implementation Program and Its Closure
    9. 8.9 Setting Up and Running the PMOs for a Specific Change Initiative
    10. 8.10 Challenges Facing the EPMO and Their Possible Remedial Measures
    11. 8.11 Enhancing the Organizational P3M Maturity
    12. 8.12 PM Maturity Model—An Overview
  15. Chapter 9 An Integrated Case Study—Application of Project Portfolio Management
    1. 9.1 Background: The Company—AXN Corporation
    2. 9.2 Management Structure—AXN Corporation
    3. 9.3 Triggers for Change
    4. 9.4 How AXN Corporation Went About the Change?
    5. 9.5 “Top-Down” Change—How Did AXN Go About It?
    6. 9.6 Reconciling with the “Bottom-Up” Approach
    7. 9.7 Balancing and Deploying the Portfolio
    8. 9.8 Program Management—Execution
    9. 9.9 Program Execution—Interfacing with Project Management
    10. 9.10 Program Closure
    11. 9.11 How Projects in AXN Were Managed—Salient Points
    12. 9.12 How AXN Enhanced Project Management Competency
    13. 9.13 Portfolio Management Implementation—A Retrospective
    14. References
  16. Appendix: Structure of Major Portfolio, Program, and Project Artifacts
    1. 1. Portfolio Governance Framework
    2. 2. Portfolio Implementation Plan
    3. 3. Program Mandate
    4. 4. Program Charter
    5. 5. Program Scope Baseline
    6. 6. Program Benefits Realization Plan
    7. 7. Program Benefit Card
    8. 8. Program Benefits Management Strategy
    9. 9. Program Communications Management Plan
    10. 10. Program Risk Management Plan
    11. 11. Program Risk Register
    12. 12. Program Financial Management Plan
    13. 13. Program Quality Management Plan
    14. 14. Program Resource Management Plan
    15. 15. Program Component List
    16. 16. Program Transition Plan
    17. 17. Program Governance Plan
    18. 18. Program Management Plan
    19. 19. Program Target Operating Model
    20. 20. End Program Report
    21. 21. Project Charter
    22. 22. Project Business Case
    23. 23. Project Scope Management Plan
    24. 24. Project Cost Management Plan
    25. 25. Project Quality Management Plan
    26. 26. Project Resource Management Plan
    27. 27. Configuration Item Record
    28. 28. Project Management Plan
    29. 29. Team Progress Report
    30. 30. Project Progress Report
    31. 31. End Project Report
  17. Glossary
  18. Suggested Reading
  19. Index

Product information

  • Title: Improving Business Performance
  • Author(s): Ramani S
  • Release date: September 2018
  • Publisher(s): Auerbach Publications
  • ISBN: 9781315359953