Implementing Project Portfolio Management.

IMPLEMENTING PROJECT PORTFOLIO MANAGEMENT: A Companion Guide to The Standard for Portfolio Management -- Implementing Project Portfolio Management: A Companion Guide toThe Standard for Portfolio Management -- Copyright -- Table of Contents -- List of Tables -- List of Figures -- Introduction -- Purpose of this Book -- Establishing the Core Team for the Project Management Institute's Portfolio Management Core Team for the Fourth Edition (by Gary Sikma and Dave Ross) -- Terminology and Convention -- Supporting Website -- Part I: An Executive Guide to Portfolio Management -- Chapter 1: Understanding Portfolio Management -- 1.1. A Case for Portfolio Management -- 1.2. Defining Portfolios and Portfolio Management -- 1.3. Relationship between Portfolio Management and Organization -- 1.4. Relationship between Portfolio, Program, and Project Management -- 1.5. How to Make Portfolio Management Work-Essential Principles of Portfolio Management -- 1.5.1. Strive to achieve excellence in strategic execution -- 1.5.2. Enhance transparency, responsibility, accountability, sustainability, and fairness -- 1.5.3. Balance portfolio value against overall risks -- 1.5.4. Ensure that investments in portfolio components are aligned with organizational strategy -- 1.5.5. Obtain and maintain the sponsorship and engagement of senior management and key stakeholders -- 1.5.6. Exercise active and decisive leadership for the optimization of resource utilization -- 1.5.7. Foster a culture that embraces change and risk -- 1.5.8. Navigate complexity to enable successful outcomes -- 1.6. How to Be an Effective Portfolio Manager -- Part II: A Practitioner's Guide to Portfolio Management -- Chapter 2: The Portfolio Life Cycle -- 2.1. The Portfolio Life Cycle within the Organizational Environment -- 2.2. Portfolio Life Cycle Management Framework.

2.3. The Portfolio Component Stages and Portfolio Life Cycle -- 2.3.1. Initiation stage -- 2.3.2. Planning phase -- 2.3.3. Portfolio execution phase -- 2.4. Portfolio Management Information System (PMIS) -- 2.5. Governance within the Portfolio Life Cycle -- 2.6. Portfolio Stakeholders -- 2.7. Portfolio Component Interdependencies and System Dynamics - Managing Dependencies and Component Interfaces -- 2.7.1. Dependencies across portfolio components -- 2.7.2. Dependencies across other portfolios andtheir components -- 2.7.3. The impact of dependencies on risk, scope, benefits, cost, and time -- 2.7.4. The impact of dependencies on strategic business objectives -- 2.7.5. Navigating dependency issues -- 2.8. Organizational Influences on Portfolio Management -- 2.8.1. Organizational maturity -- 2.8.2. Organizational impacts -- 2.9. The Portfolio Life Cycle - Further Considerations -- 2.9.1. Organizational framework for strategic execution -- 2.9.2. Portfolio considerations and characteristics -- Chapter 3: Portfolio Strategic Management -- 3.1. Strategy and Strategy Alignment -- 3.2. Enabling Well-Defined Strategy -- 3.3. Understanding Strategic Risk Appetite -- 3.4. Developing Portfolio Goals, Strategic Objectives, and Strategic Plans -- 3.5. Creating the Portfolio Charter -- 3.6. Building the Portfolio Roadmap -- 3.7. Managing Strategic Alignment -- 3.8. Managing Component Dependencies -- 3.9. Managing Portfolio Alignment to Organizational Strategy -- 3.9.1. Inputs required to manage portfolio alignment -- 3.9.2. Techniques used in aligning a portfolio to organizational strategy -- 3.9.3. Updates made when aligning a portfolio to a corporate strategy -- 3.10. Optimizing the Portfolio Management Process - Using Analytical Hierarchy Processing -- Chapter 4: Portfolio Governance -- 4.1. Governance Principles -- 4.1.1. Transparency.

4.1.2. Responsibility and accountability -- 4.1.3. Fairness -- 4.2. Portfolio Governance Management -- 4.2.1. Decision making -- 4.2.2. Oversight -- 4.2.3. Control -- 4.2.4. Integration -- 4.3. Tools and Techniques -- 4.3.1. Portfolio authorization -- 4.3.2. Planning -- 4.3.3. Change control -- Chapter 5: Portfolio Resource Capacity and Capability Management -- 5.1. Overview -- 5.2. Guiding Principles for Managing Organizational Resource Capacity and Capability -- 5.3. Capacity Management -- 5.4. Capacity Planning -- 5.5. Supply and Demand Management -- 5.5.1. Supply and demand analysis -- 5.6. Monitor, Control, and Optimize Supply and Demand -- 5.7. Organizational Capabilities - Assessment and Development -- 5.8. Balance Capacity and Capability -- 5.9. Performance: Analytics and Reporting -- Chapter 6: Engaging Portfolio Stakeholders -- 6.1. Defining Stakeholder Management -- 6.2. Why Are Stakeholders so Critical? -- 6.3. Important Activities of Portfolio Stakeholder Management -- 6.4. How to Identify Stakeholders -- 6.5. How to Best Organize and Prioritize Stakeholders -- 6.6. How to Plan Stakeholder Engagement -- 6.7. How to Develop a Robust Portfolio ManagementCommunication Plan -- 6.8. How to Engage Stakeholders and Manage Their ExpectationsSustainably throughout the Portfolio Life Cycle -- Chapter 7: Portfolio Value Management -- 7.1. Setting and Negotiating Value Targets -- 7.1.1. Overall portfolio value target -- 7.1.2. Component value target -- 7.2. Value Management Framework -- 7.3. Balancing Value and Risk, Strategic Prioritization -- 7.3.1. The organization updates its strategy -- 7.4. Monitoring and Measuring Value -- 7.4.1. Are the components delivering the value expected? -- 7.4.2. Is that component/portfolio value still relevant in the context of the organization's strategy? -- Chapter 8: Portfolio Risk Management.

8.1. Context of Portfolio Risk Management -- 8.2. Tools and Techniques -- 8.3. Risk Focus -- 8.4. Portfolio Risk Management Plan and Risk Identification -- 8.5. Portfolio-Level Risk Approach, Processes, and Policies -- 8.6. Guidance to Subordinate-Level Projects, Programs, and Operational Entities -- 8.6.1. Linkages to support senior-level decision processes above the portfolio level and support of enterprise risk management (ERM) activities -- 8.7. Risks Associated with Stakeholder Engagement -- 8.8. Portfolio Risk Assessment -- 8.9. Portfolio Risk Response -- 8.10. Risk Management Overhead and the Value Proposition -- 8.11. Summary -- Part III: A Strategist's Guideto Advance Portfolio Management -- Chapter 9: Achieving and Sustaining Execution Excellence through Strategic Business Execution -- 9.1. Introduction -- 9.2. Some Limitations of Today's Project Environment -- 9.3. Understanding the Strategic Business Execution Framework -- 9.4. Creating an Execution Excellence Culture -- 9.5. Enhancing Individual Competencies -- 9.6. Building and Strengthening Core Disciplines -- 9.7. Achieving Integration throughout the Organization -- 9.8. Final Words on Strategic Business Execution (SBE) -- Chapter 10: Applying Systems Thinking to Portfolio Management -- 10.1. Understanding Systems - Frame of Reference -- 10.2. Systems Thinking in a Portfolio Management Context -- 10.3. Applying Systems Thinking to Portfolio Management -- 10.4. The Portfolio System and Its Environment - A Holistic Approach -- 10.5. The Simple, the Complicated, and the Complex Components of a Portfolio System -- 10.6. Improving Portfolio Systems -- Chapter 11: Encountering, Harnessing, and Navigating Complexity -- 11.1. Complexity Awareness within the Portfolio Environment -- 11.2. Causes of Complexity - Portfolio System Characteristics.

11.3. Classification and Characteristics of Complexity in aPortfolio Environment -- 11.4. Evaluating the Effects of Complexity during the Portfolio Life Cycle -- 11.5. Navigating Portfolio Complexity -- 11.6. The Impact of Portfolio Complexity to the Organization - Organizational Management Framework Considerations -- Chapter 12: Agile Portfolio Management -- 12.1. Agile Manifesto -- 12.2. Difference between Agile and Traditional Project and Task Management -- 12.3. Some Benefits of Agile -- 12.4. Why Is There a Need for Agile Portfolios? -- 12.5. Strategic Alignment -- 12.5.1. Epics -- 12.5.2. Portfolio backlog -- 12.5.3. Budgets -- 12.6. Key Stakeholders -- 12.7. Agile and Project, Program, and Portfolio Management -- 12.8. Scaling Techniques -- 12.9. Decision Cycles -- 12.10. Product Requirements -- 12.11. Funds Management -- 12.12 Conclusion -- Chapter 13: Dealing with Environmental Factors and Cross-Cultural Challenges in Portfolio Management -- 13.1. Ethical Cultural Considerations for the Portfolio Manager -- 13.2. Navigating Multicultural Issues within a Portfolio, Persuading in a Multicultural Portfolio Environment, and Managing Human Capital -- 13.3. Component Scheduling of a Multinational Portfolio - Cross-Cultural Perceptions of Time -- 13.4. Organizational Culture - Performance of Organizational Change through a Cultural Lens -- Chapter 14: Current Trends in Portfolio Management -- 14.1. Taking Agile from Project to Portfolio to Enterprise -- 14.2. Using Technology to Manage Emergent Risks -- 14.3. Portfolio Management Drives Innovation and Ideation -- 14.4. PMO and Strategic Execution -- 14.5. Achieving Benefits Realization at the Organizational Level -- 14.6. Importance of People in Portfolio Management -- Conclusion -- References and Endnotes -- Index -- Biographies -- Our Team -- Final Words.

IMPLEMENTING PROJECT PORTFOLIO MANAGEMENT.

Implementing Project Portfolio Management addresses the "how-tos" of portfolio management. A major contribution to a field still evolving, this guide is aligned to The Standard for Portfolio Management - Fourth Edition and provides guidance for implementation. The real value the authors provide in this guide are insights on how to apply the performance management domains covered in the standard that are in practice today by introducing tools and templates into their discussion.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.