book

Improving Business Performance

by Ramani S

September 2018

Intermediate to advanced

234 pages

5h 9m

English

Auerbach Publications

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1.1 Why Change?1.2 Triggers for Change1.3 The Impact of Change
2.1 Starting Point for Portfolio Definition2.2 Strategic Positioning of Organizations2.3 Boston Consulting Group (BCG ) Matrix—Application2.4 Setting Up of Performance Targets2.5 Strategy Evolution2.6 Organizational Vision, Mission, and Strategic Objectives2.7 Environmental Scanning and Competitive Strategies2.8 Application of Balanced Scorecard (BSC) to Portfolio Management2.9 Balancing the Portfolio2.10 Portfolio Definition and Management— Roles and Responsibilities2.11 Portfolio Definition and Implementation—Key Steps2.12 Portfolio Funding2.13 Portfolio Optimization2.14 Portfolio ImplementationReferences
3.1 Program Management—The Context of Benefits Management3.2 Benefits Map3.3 Multiple Ways a Program Can Come About in an Organization3.4 Program Mandate3.5 Program Governance Board3.6 Program Lifecycle—Phases3.7 Program Initiation Phase3.8 Program Stakeholder Engagement3.9 Program Definition Phase3.10 Program Execution Phase3.11 Program Closure Phase
4.1 Project Management—Context4.2 Project Management—Major Processes4.3 The Project Charter4.4 Project Stakeholder Engagement4.5 Requirements Management4.6 Project Work Breakdown Structure (PjWBS)4.7 Project Schedule Development4.8 Project Cost Baseline4.9 Scope Change Requests and Managing Change4.10 Project Quality Management Plan4.11 Project Communications and Risk Management Plans/Risk Management Flow4.12 Procurement Management and Staffing Management Plans4.13 Project Setup End-Deliverable: Project Management Plan Finalization4.14 Assessing Project Viability4.15 Project Delivery Process4.16 Project Progress Monitoring Process4.17 Project Closing Process

5.1 Introduction to Transition Management5.2 Pre-transition Step5.3 Transition Step5.4 Post-transition Step
6.1 Significance of Change Management and Stakeholder Engagement6.2 How Change Gets Triggered Off?6.3 Enabling Changes from Enterprise-Wide Transformation Initiatives—Stakeholder Classification6.4 Grouping of Stakeholders and Developing Stakeholder Response Stances6.5 Why It Is Difficult to Change Stakeholders? Or Stakeholder Views?6.6 Applicability of Change Management Models in Driving Change Initiatives6.7 The Ways in Which Different Organizations Work6.8 Change Management Roles6.9 SummaryReferences
7.1 What Is Benefits Management?7.2 What Are the Practical Issues Concerning Benefits Management?7.3 Benefits Identification7.4 Benefits Quantification7.5 Planning to Obtain the Benefits7.6 Realizing, Tracking, and Sustaining the Benefits7.7 Benefits Management from the Portfolio Management Perspective
8.1 Why an EPMO?8.2 What Is an EPMO?8.3 What Would Be the Structure of a Full-Fledged EPMO?8.4 The Centralized Portfolio Office (PfO)/Nodal Offices8.5 Center of Excellence (COE) Functions and Services8.6 Temporary Project/Program Offices8.7 How Is the EPMO Set Up?8.8 Run the EPMO Implementation Program and Its Closure8.9 Setting Up and Running the PMOs for a Specific Change Initiative8.10 Challenges Facing the EPMO and Their Possible Remedial Measures8.11 Enhancing the Organizational P3M Maturity8.12 PM Maturity Model—An Overview
9.1 Background: The Company—AXN Corporation9.2 Management Structure—AXN Corporation9.3 Triggers for Change9.4 How AXN Corporation Went About the Change?9.5 “Top-Down” Change—How Did AXN Go About It?9.6 Reconciling with the “Bottom-Up” Approach9.7 Balancing and Deploying the Portfolio9.8 Program Management—Execution9.9 Program Execution—Interfacing with Project Management9.10 Program Closure9.11 How Projects in AXN Were Managed—Salient Points9.12 How AXN Enhanced Project Management Competency9.13 Portfolio Management Implementation—A RetrospectiveReferences
1. Portfolio Governance Framework2. Portfolio Implementation Plan3. Program Mandate4. Program Charter5. Program Scope Baseline6. Program Benefits Realization Plan7. Program Benefit Card8. Program Benefits Management Strategy9. Program Communications Management Plan10. Program Risk Management Plan11. Program Risk Register12. Program Financial Management Plan13. Program Quality Management Plan14. Program Resource Management Plan15. Program Component List16. Program Transition Plan17. Program Governance Plan18. Program Management Plan19. Program Target Operating Model20. End Program Report21. Project Charter22. Project Business Case23. Project Scope Management Plan24. Project Cost Management Plan25. Project Quality Management Plan26. Project Resource Management Plan27. Configuration Item Record28. Project Management Plan29. Team Progress Report30. Project Progress Report31. End Project Report

Content preview from Improving Business Performance

Chapter 1Context for Change

No organization is impervious to change. Rather, the survival and growth of an organization is dependent on how it can cope with change. Adapting to change is a critical success factor, which differentiates robust organizations with those that “go under.” And this postulate works for commercial organizations as well as for non-profit organizations.^*

The triggers for change can come from multifarious factors. The organizational context becomes a significant factor in determining which factors bear more importance. To illustrate, governmental organizations are more prone to changes because of political factors, as compared to commercial organizations (which are for-profit entities). Breakthroughs ...