Realizing Strategy through Projects: The Executive's Guide  book cover
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Realizing Strategy through Projects: The Executive's Guide




ISBN 9781138196100
Published December 4, 2017 by Auerbach Publications
240 Pages 30 B/W Illustrations

 
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Book Description

Executives should not necessarily know the intricacies of project management, but they should know how project management, as a discipline, can benefit the organization in implementing its strategies and realizing its vision. The only way that executives can effectively apply project management to realize these goals is to have sound knowledge of the project management discipline.

The purpose of this book is to provide executives with a comprehensive overview of the discipline of project management. It focuses on the benefits of project management to an organization. The goal is to provide executives with a view as to how project management can deliver organizational strategies. The various chapters focus on specific aspects within the project management discipline and how each aspect should be managed from a business perspective.

The book covers the entire spectrum of project management from a management and leadership perspective. The focus is not necessarily on what needs to be done from a project management perspective, but on what organizations and senior executives can do to facilitate projects. The book covers:

  • The value of project management
  • Project management as a strategic enabler
  • Project, program, and portfolio management
  • The role of the project management office in the successful delivery of projects, programs, and portfolios
  • The benefits of project deliverables bring
  • Sustainability of the organization
  • Governance and the role of the project sponsor.

The book concludes with a comprehensive portfolio, program, and project management framework. This holistic framework enables organizations to achieve value from project management and realize strategic goals.

Table of Contents

1. Introduction

2. Value of Project Management
2.1. Value Components
2.2. Project Success Rates
2.3. The Executive’s Role in Realising Value from Project Management

3. Strategic Alignment of Programmes and Projects
3.1. Strategic Alignment of Programmes and Projects
3.2. Aligning Projects with the Organisational Vision
3.3. The Executive’s Role in the Strategic Alignment of Programmes and Projects

4. Portfolio Management
4.1. Defining Portfolio Management
4.2. Overview of Portfolio Management Standards
4.3. Portfolio Management Process
4.4. Portfolio Management Success
4.5. The Role of the Portfolio Manager
4.6. The Executive’s Role in Portfolio Management

5. Programme Management
5.1. Defining Programme Management
5.2. Programme Management Framework
5.3. Overview of Programme Management Standards
5.4. The Role of the Programme Manager
5.5. Programme Management Success
5.6. The Executive’s Role in Programme Management

6. Project Management
6.1. Defining Project Management
6.2. Overview of Project Management Standards
6.3. Methodologies
6.4. Talent Management
6.5. Project Management Maturity
6.6. Project Success
6.7. The Executive’s Role in Project Management

7. Project Management Offices
7.1. Portfolio Management Offices
7.2. The Role of the PMO
7.3. PMO Maturity Stages
7.4. Metrics. for the PMO
7.5. PMO Challenges
7.6. The Executive’s Role in the Project Management Office of the PMO

8. Benefits Realisation Management
8.1. Defining Benefits Realisation Management
8.2. The Benefits Realisation Management Process
8.3. Roles and Responsibilities within BRM
8.4. Challenges Facing Benefits Realisation Management
8.5. Profile of a Benefit
8.6. Benefits Dependency Network (BDN)
8.7. Benefits Realisation Management Maturity
8.8. The Executive’s Role in Realising Benefits

9. Sustainability in Project Management
9.1. Defining Sustainability
9.2. Sustainability in Project Management
9.3. Sustainability in Project Management Competencies
9.4. Maturity Model for Sustainability in Project Management
9.5. Project Management Sustainability Model
9.6. The Executive’s Role in Sustainability Project
Management

10. Project Governance and Auditing
10.1. Corporate and Project Governance
10.2. Defining Project Governance
10.3. Project Governance and Project Success
10.4. Project Governance—Roles and Responsibilities
10.5. Project Governance Framework
10.6. Contextualising Project Governance
10.7. Project Auditing
10.8. The Executive’s Role in Project Governance

11. Executive Sponsor
11.1. Defining the Executive Sponsor
11.2. Characteristics of the Executive Sponsor
11.3. Role of the Executive Sponsor
11.4. Project Success and the Executive Sponsor
11.5. Challenges Facing the Executive Sponsor
11.6. Empowering the Executive Sponsor

12. Comprehensive Overview of Project Management
12.1. Comprehensive 3PM Framework
12.2. Symbiotic Relationships
12.3. Chief Project Officer

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Author(s)

Biography

Prof. Carl Marnewick’s academic career started in 2007, when he joined the University of Johannesburg. He traded his professional career as a senior Information Technology (IT) project manager for that of an academic career. The career change provided him the opportunity to emerge himself in the question why IT/IS-related projects are not always successful and do not provide the intended benefits that were originally anticipated. This is currently a problem internationally as valuable resources are wasted on projects and programs that do not add value to the strategic objectives of the organization. It is an international problem where there is a gap between theory and practice and he is in the ideal position to address this problem. The focus of his research is the overarching topic and special interest of the strategic alignment of projects to the vision of the organizations.