Atnaujinkite slapukų nuostatas

El. knyga: Project Portfolio Management in Theory and Practice: Thirty Case Studies from around the World

4.00/5 (4 ratings by Goodreads)
(Thinktank Consulting Inc., Burnaby, Canada)
Kitos knygos pagal šią temą:
Project Portfolio Management in Theory and Practice: Thirty Case Studies from around the WorldDidesnis paveikslėlis
Kitos knygos pagal šią temą:

DRM apribojimai

  • Kopijuoti:

    neleidžiama

  • Spausdinti:

    neleidžiama

  • El. knygos naudojimas:

    Skaitmeninių teisių valdymas (DRM)
    Leidykla pateikė šią knygą šifruota forma, o tai reiškia, kad norint ją atrakinti ir perskaityti reikia įdiegti nemokamą programinę įrangą. Norint skaityti šią el. knygą, turite susikurti Adobe ID . Daugiau informacijos  čia. El. knygą galima atsisiųsti į 6 įrenginius (vienas vartotojas su tuo pačiu Adobe ID).

    Reikalinga programinė įranga
    Norint skaityti šią el. knygą mobiliajame įrenginyje (telefone ar planšetiniame kompiuteryje), turite įdiegti šią nemokamą programėlę: PocketBook Reader (iOS / Android)

    Norint skaityti šią el. knygą asmeniniame arba „Mac“ kompiuteryje, Jums reikalinga  Adobe Digital Editions “ (tai nemokama programa, specialiai sukurta el. knygoms. Tai nėra tas pats, kas „Adobe Reader“, kurią tikriausiai jau turite savo kompiuteryje.)

    Negalite skaityti šios el. knygos naudodami „Amazon Kindle“.

Every CEO in the world, if questioned will always complain that there are a lot of ideas to implement, but, unfortunately, insufficient resources to accomplish them. This book provides a solution to this dilemma by supplying techniques enabling to assess the value of projects, prioritize projects, and decide which projects to implement and which to postpone. In addition, it describes various methods of balancing project portfolios and different strategic alignment models. The book provides thirty real-life project portfolio management case studies from pharmaceutical, product development, financial, energy, telecommunications, not-for-profit and professional services industries.

Preface: Why Another Book on Project Portfolio Management? xv
About the Author xxi
Section I The Theory
1 Introduction to Project Portfolio Management
3(18)
Historical Case Study: Ibaraki Airport
3(1)
Sounds Comparable to Your Company?
4(1)
PPM: A Quick Overview
5(11)
PPM Defined
5(3)
The Three Pillars of PPM
8(6)
What Happens without Project Portfolio and Proper Resourcing?
14(2)
What Is Happening in the Industry?
16(2)
Conclusions
18(1)
Summary
19(2)
2 The Three Pillars of Project Portfolio Management
21(28)
Introduction
21(1)
How to Determine Project Value?
21(8)
Financial Models
22(2)
Scoring Models
24(5)
How to Balance Portfolios?
29(5)
What Is Strategic Alignment?
34(6)
Top-Down Approach
36(2)
Bottom-Up Approach
38(1)
Top-Down, Bottom-Up Approach
39(1)
How It All Works in Real Life
40(7)
Joker Project Concept
45(2)
Summary
47(2)
3 Strategic Resource Estimation for Project Portfolios
49(18)
Introduction
49(2)
Improving Your Estimate Accuracy with Wideband Delphi and PERT
51(7)
Wideband Delphi
51(2)
Wideband Delphi "Light"
53(1)
Program Evaluation and Review Technique
53(4)
Other Things to Consider
57(12)
How to Improve Your Estimates?
57(1)
Common Estimation Oversights
58(1)
Sample Scenario Analysis
58(6)
Summary
64(3)
Section II The Application: Industry Case Studies
4 Project Portfolio Management in the Pharmaceutical Industry
67(18)
Pharmaceutical Sector Overview
67(2)
Pharmaceutical Sector Case Studies
69(14)
Introduction
69(1)
European Pharmaceutical Company A
70(5)
Strategy
70(1)
The Scoring Model
70(3)
Portfolio Balance
73(1)
Strategic Alignment
74(1)
European Pharmaceutical Company B
75(5)
Strategy
75(1)
The Scoring Model
75(3)
Portfolio Balance
78(2)
Strategic Alignment
80(1)
European Pharmaceutical Company C
80(6)
Strategy
80(1)
The Scoring Model
80(2)
Portfolio Balance
82(1)
Strategic Alignment
82(1)
Summary
83(2)
5 Project Portfolio Management in the Product Development Industry
85(28)
Product Development Sector Overview
85(1)
Product Development Sector Case Studies
86(26)
Introduction
86(1)
Company A: Bearings Manufacturer
87(4)
Strategy
87(1)
Scoring Model
87(3)
Portfolio Balance
90(1)
Strategic Alignment
90(1)
Company B: Software Producer
91(4)
Strategy
91(1)
Scoring Model
91(3)
Portfolio Balance
94(1)
Strategic Alignment
94(1)
Company C: Rail Transport Company
95(4)
Strategy
95(1)
Scoring Model
96(2)
Portfolio Balance
98(1)
Strategic Alignment
99(1)
Company D: Medical Equipment Manufacturer
99(3)
Strategy
99(1)
Scoring Model
99(2)
Portfolio Balance
101(1)
Strategic Alignment
102(1)
Company E: Food Packaging Company
102(4)
Strategy
102(1)
Scoring Model
102(3)
Portfolio Balance
105(1)
Strategic Alignment
105(1)
Company F: Satellite Operator
106(4)
Strategy
106(1)
Scoring Mock'
107(2)
Portfolio Balance
109(1)
Strategic Alignment
109(1)
Company G: Clothing Manufacturer
110(6)
Strategy
110(1)
Scoring Model
110(1)
Portfolio Balance
111(1)
Strategic Alignment
111(1)
Summary
112(1)
6 Project Portfolio Management in the Financial Industry
113(22)
Financial Sector Overview
113(3)
Financial Sector Case Studies
116(16)
Introduction
116(1)
Eastern European Bank A
116(4)
Strategy
117(1)
Scoring Model
117(2)
Portfolio Balance
119(1)
Strategic Alignment
119(1)
Western European Bank B
120(4)
Strategy
120(1)
Scoring Model
121(2)
Portfolio Balance
123(1)
Strategic Alignment
123(1)
North American Brokerage Company C
124(4)
Strategy
124(1)
Scoring Model
124(2)
Portfolio Balance
126(1)
Strategic Alignment
126(2)
Eastern European Bank D
128(8)
Strategy
128(1)
Scoring Model
128(4)
Portfolio Balance
132(1)
Strategic Alignment
132(1)
Summary
132(3)
7 Project Portfolio Management in the Energy and Logistics Industries
135(24)
Overview of the Energy and Logistics Sectors
135(1)
Energy and Logistics Sector Case Studies
136(21)
Introduction
136(1)
Energy Company A: Power Trader
137(3)
Strategy
137(1)
Scoring Model
137(2)
Portfolio Balance
139(1)
Strategic Alignment
140(1)
Energy Company B: European Electric Utility
140(4)
Strategy
140(1)
Scoring Model
140(3)
Portfolio Balance
143(1)
Strategic Alignment
143(1)
Energy Company C: Regional IT Department of a Global Oil and Gas Producer
144(3)
Strategy
144(1)
Scoring Model
145(1)
Portfolio Balance
145(2)
Strategic Alignment
147(1)
Energy Company D: Eastern European Electricity Company
147(5)
Strategy
147(1)
Scoring Model
148(2)
Portfolio Balance
150(1)
Strategic Alignment
151(1)
Logistics and Energy Company A: The IT Team
152(9)
Strategy
152(1)
Scoring Model
152(3)
Project Analysis
155(1)
Portfolio Balance
156(1)
Strategic Alignment
156(1)
Summary
157(2)
8 Project Portfolio Management in the Telecommunications Industry
159(26)
Telecommunications Sector Overview
159(2)
Telecommunications Sector Case Studies
161(21)
Introduction
161(1)
Eastern European Mobile Provider A
161(4)
Strategy
162(1)
Scoring Model
162(3)
Portfolio Balance
165(1)
Strategic Alignment
165(1)
Eastern European Mobile Provider B
165(6)
Strategy
166(1)
Scoring Model
166(2)
Project Analysis
168(2)
Portfolio Balance
170(1)
Strategic Alignment
170(1)
Central European Mobile Provider C
171(8)
Strategy
172(1)
Scoring Model
172(3)
Project Analysis
175(3)
Portfolio Balance
178(1)
Strategic Alignment
178(1)
Western European Mobile Provider D
179(7)
Strategy
180(1)
Scoring Model
180(2)
Portfolio Balance
182(1)
Strategic Alignment
182(1)
Summary
182(3)
9 Project Portfolio Management in the Government and Not-for-Profit Sector
185(24)
Government and Not-for-Profit Sector Overview
185(1)
Government and Not-for-Profit Sector Case Studies
186(21)
Introduction
186(1)
Ministry of Defense: Financial Department
186(5)
Strategy
187(1)
Scoring Model
187(3)
Portfolio Balance
190(1)
Strategic Alignment
191(1)
Federal Loan and Mortgage Lending Agency: Eastern Europe
191(6)
Strategy
192(1)
Scoring Model
192(2)
Project Analysis
194(2)
Portfolio Balance
196(1)
Strategic Alignment
196(1)
Canadian University: IT Department
197(4)
Strategy
197(1)
Scoring Model
198(1)
Project Analysis
198(2)
Portfolio Balance
200(1)
Strategic Alignment
200(1)
Company D: European National Bank
201(9)
Strategy
202(1)
Scoring Model
202(3)
Portfolio Balance
205(1)
Strategic Alignment
206(1)
Summary
207(2)
10 Project Portfolio Management in the Professional Services Industry
209(18)
Professional Services Sector Overview
209(1)
Professional Services Case Studies
210(14)
Introduction
210(1)
Professional Services Company A: European Software Company
210(5)
Strategy
211(1)
Scoring Model
211(2)
Portfolio Balance
213(1)
Strategic Alignment
214(1)
Professional Services Company B: European IT Services Company
215(4)
Strategy
215(1)
Scoring Model
215(3)
Portfolio Balance
218(1)
Strategic Alignment
218(1)
Professional Services Company C: IT Department of a Global Professional Services Company
219(8)
Strategy
219(1)
Scoring Model
219(2)
Project Analysis
221(2)
Portfolio Balance
223(1)
Strategic Alignment
223(1)
Summary
224(3)
Section III Summarizing It All
11 Statistical Summary and Analysis
227(18)
Introduction
227(1)
Pharmaceutical Industry
227(2)
Scoring Models
227(1)
Portfolio Balance
228(1)
Strategic Alignment
229(1)
Product Development Industry
229(3)
Scoring Models
229(2)
Portfolio Balance
231(1)
Strategic Alignment
232(1)
Financial Industry
232(2)
Scoring Models
232(1)
Portfolio Balance
233(1)
Strategic Alignment
234(1)
Energy and Logistics Industry
234(2)
Scoring Models
234(1)
Portfolio Balance
235(1)
Strategic Alignment
236(1)
Telecommunications Industry
236(2)
Scoring Models
236(2)
Portfolio Balance
238(1)
Strategic Alignment
238(1)
Government Sector
238(3)
Scoring Models
238(1)
Portfolio Balance
239(1)
Strategic Alignment
240(1)
Professional Services Industry
241(2)
Scoring Models
241(1)
Portfolio Balance
242(1)
Strategic Alignment
243(1)
Aggregate Statistics
243(2)
Scoring Models
243(1)
Portfolio Balance
243(1)
Strategic Alignment
243(2)
12 Implementing Project Portfolio Management: Lessons Learned from Implementations
245(38)
Introduction and Overview
245(4)
Level 1: Project Selection Reviews
245(3)
Why Should You Consider Your Internal Resource Costs?
246(2)
How to Establish the Size of Your Project Resource Pool
248(1)
Level 2: Phase-Level Reviews
248(1)
Level 3: Periodic Project Status Reviews
249(1)
Importance of Mission and Strategy
249(3)
The Mission
249(2)
Company's Strength, Weaknesses, Opportunities, and Threats Analysis
251(1)
Goals and Strategies
251(1)
Why Do You Need Direct Executive Involvement?
252(3)
"Cognitive Dissonance" Theory
254(1)
"Mass Delusion" Theory
254(1)
"Machiavelli Factor" Theory
255(1)
Project Portfolio Management Charter
255(1)
Portfolio Scoring Model and Project Ranking
256(19)
Halo Effect
256(3)
Project Proposal, aka the Business Case
259(14)
Try to Generate as Many Project Proposals as Necessary
273(2)
How to Collect the Largest Number of Proposals Possible
275(1)
Portfolio Monitoring
275(6)
Sound Project Management Capabilities Are Essential
275(4)
Role of the PMO
279(2)
Summary
281(2)
References 283(2)
Bibliography 285(2)
Index 287
Jamal Moustafaev, MBA, PMP, president and founder of Thinktank Consulting, is an internationally acclaimed expert in the areas of

project/portfolio management, project scoping, process improvement, and corporate training. He has completed projects for private sector

companies and government organizations in the United States, Canada, Europe, Asia, and the Middle East, including the US Department of

Defense (USA), Siemens (Germany), Petronas Oil (Malaysia), and TeliaSonera (Sweden), to name a few.

Moustafaev is a certified Project Management Professional (PMPR). He holds an MBA in Finance and a BBA (Finance and Management

Science) from Simon Fraser University. In addition to teaching a highly acclaimed Project Management Essentials course at the British

Columbia Institute of Technology (Vancouver, Canada), Moustafaev also offers several project and portfolio management corporate seminars

through his company:
Daugiau apie elektronines knygas Daugiau apie elektronines knygas
Pastovi nuoroda: https://www.kriso.lt/db/97814987692592e.html
Raktažodžiai: