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Breaking Through the Project Fog: How Smart Organizations Achieve Success by Creating, Selecting and Executing On-Strategy Projects [Kietas viršelis]

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  • Formatas: Hardback, 320 pages, aukštis x plotis x storis: 235x160x21 mm, weight: 556 g
  • Serija: Jossey-Bass Leadership Series - Canada
  • Išleidimo metai: 23-May-2014
  • Leidėjas: John Wiley & Sons Ltd
  • ISBN-10: 0470840714
  • ISBN-13: 9780470840719
Kitos knygos pagal šią temą:
Breaking Through the Project Fog: How Smart Organizations Achieve Success by Creating, Selecting and Executing On-Strategy ProjectsDidesnis paveikslėlis
  • Formatas: Hardback, 320 pages, aukštis x plotis x storis: 235x160x21 mm, weight: 556 g
  • Serija: Jossey-Bass Leadership Series - Canada
  • Išleidimo metai: 23-May-2014
  • Leidėjas: John Wiley & Sons Ltd
  • ISBN-10: 0470840714
  • ISBN-13: 9780470840719
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9780470840719.html
Raktažodžiai:
A trail of mismanaged or terminated projects in recent years has cost the North American economy $100 to $150 billion dollars annually in lost productivity and shareholders capital. Unfortunately, the gap between project selection and project execution is often symptomatic of the onset of Project Fog, an all too familiar business situation in which projects are started and stopped constantly; resources fall short of the project workload to be executed; and, in the end, the entire effort is seen as a failure. A guide to sidestepping the usual hazards that often spell Project Fog, this book bridges the gap between executives who develop strategy and decide what projects get approved, and the project managers who have to execute those projects flawlessly. It provides a roadmap so that project managers can partner with executives to align their portfolio of projects with overall business strategy, ensuring that things get done right.
Preface xi
Acknowledgments xv
Spotting Project Fog
1(18)
How the Fog Rolls In
3(4)
The Fog Thickens
7(2)
The Research Participants
9(3)
Defining a New Starting Point
12(4)
The Link Between Current Practices and ``Better Practices''
16(3)
The Importance of Being Strategic
19(20)
Is Your Organization Aligned for Results?
19(1)
Current Project Selection Methods
20(2)
The Strategic Implications of Limited Resources
22(4)
The Role of the Project Management Professional
26(3)
Selecting the Most Strategic Projects
29(2)
Understanding the Origins of Portfolio Theory
31(2)
On-Strategy Project Management: The Fourth Dimension
33(4)
The Final Word In the Real World of Practitioners
37(2)
Navigating Through Foggy Strategy
39(20)
Balanced Performance Measurement and Management
44(2)
Building a Strategic Project Scoring Model
46(6)
Benefits and Costs of Revising Your Current Methodology
52(2)
Putting the Proposed Changes into Practice
54(5)
Managing Project Risks, Returns and Resources to Maximize Benefits
59(14)
Maximizing Your Project Management Efforts
59(2)
Managing Project Risk
61(1)
Internal Project Risk Assessment
62(5)
Resource Management Approaches in PPM
67(2)
Integrating PPM with Other Core Business Processes
69(4)
Creating Small, Smart and Mighty PMOs to Steer the Way
73(20)
Getting Off to a Good Start!
74(3)
Defining or Re-Defining the Purpose of the PMO
77(4)
Strategic PMO Processes
81(2)
Key Success Factors
83(2)
Supporting Strategic Project Selection
85(1)
Improving the Project Submission Process
85(3)
Establishing Standard Methodology (Ours or Yours)
88(2)
Summary of Do's and Don'ts of an Effective PMO
90(3)
The Role of the Board: Integrating Measurement and Accountability for Project Results
93(20)
All Boards Are Not Created Equal
95(3)
For Profit or Non-Profit Board: What's the Difference?
98(1)
Elected or Appointed?
99(2)
Board Committees
101(2)
The Board as Project Sponsor
103(1)
The Board as a Project Resource
104(1)
The Board as Project Manager
105(5)
Final Thoughts
110(3)
Good Leadership in Foggy Conditions
113(30)
Personal Leadership Style
115(1)
Why Should You Care So Much?
115(2)
A New Leadership Model
117(3)
The Three C's for Project Management Professionals
120(7)
The Three A's for Executives
127(11)
The Forecast for Relationships
138(2)
A Parting Reflection
140(3)
Sweeping Away the Fog in the Private Sector
143(18)
Clarifying Strategy and Reducing Non-Strategic Projects
144(4)
Improving Project Selection Methods and Processes
148(5)
Training as a Tool of Strategic Change
153(3)
Integrating Resource Management into PPM
156(3)
Summary of Results
159(2)
Two Case Studies: Clearing Up the Fog in the Public Sector
161(28)
Case Study Candidate 1
162(2)
Step 1: Clarifying the Strategy
164(3)
Step 2: Consolidating Effort
167(3)
Step 3: Reinforcing What Works
170(2)
Step 4: Staying the Course
172(1)
Interesting Data Points from Participants
173(1)
Case Study Candidate 2
174(1)
What Was Done Differently
175(5)
Connecting Individual and Corporate Performance Management
180(1)
Interesting Data Points from Participants
181(2)
Continuous Improvements
183(3)
Why PPM Really Works
186(3)
Where to Go from Here?
189(4)
Next Steps
190(3)
APPENDIX: REVIEW OF RELEVANT RESEARCH AND ANNOTATED BIBLIOGRAPHY
193(44)
Strategy References
194(4)
Project Management References
198(6)
Leadership and Change Management References
204(3)
Finance and Portfolio Theory References
207(3)
BSC and Performance Management References
210(4)
Bibliography
214(23)
Index 237
James Norrie is a practicing consultant and academic in the fields of Information Technology Management, Leadership, and Strategy and Project Management. He is Director of the School of Information Technology Management, Faculty of Business, Ryerson University, and Assistant Professor on its faculty. He has consulted with a diverse group of clients in Canada, the United States, and globally, including AT&T, SONY, Cable & Wireless PLC, Bell Canada Enterprises, CBC, Novartis Pharmaceuticals, SAP Canada Ltd., and Skyservice Airlines. He also consults to a number of public and not-for-profit sector clients, including federal, provincial, and municipal governments and World Vision Canada.He is a sought-after speaker, frequently appearing for the Project Management Institute, the European Advanced Project Management Practices Institute, the Conference Board of Canada, the annual CIO Summit, IQPC, and as a key note presenter for leading corporations and government groups. He has published several articles in the Project Management Journal (PMJ), and is the co-author of a self-published book, The A to Z Guide to Soul-Inspiring Leadership.