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With an estimated 70 percent of new projects failing to add value
to the organization, reducing project failure rate represents one
of the biggest improvement opportunities available today. This book
highlights proven approaches designed to separate the successful
projects from the potential losers before the projects are started.
This represents huge savings in manpower, money, and time. The book
shows you how to reduce project cycle time and apply resources
effectively to maximize results and project success rates.
Effective Portfolio Management Systems provides a roadmap for the
implementation of an organizational Portfolio Project Management
(PPM) system and a model for driving sustainable change. It takes
you through the complete project/program management cycle from the
submittal of the proposed projects to the management of their
implementation. To do this, the authors present an effective,
proven, four-phase Organizational Portfolio Management (OPM)
system: Phase I: Developing the Organizational Portfolio involves
selecting the right mix of projects/programs based upon resource
limitations and risks involved. Phase II: Creating the OPM System
Implementation Plan is the development of a plan to minimize the
resources consumed, reduce cycle time, and increase the ability of
the projects to meet their projected value-added content to the
organization. Phase III: Implementing the OPM System focuses on the
complexity of managing an Organizational Portfolio and keeping it
aligned with the organization's goals and objectives. This phase
provides a roadmap for the implementation of an organizational PPM
system, including sample plans and PMO Implementation/Management
Templates. Phase IV: Practical Applications of Project Change
Management within the OPM System focuses on overcoming the
difficulties related to the continuous changing environment and
project
The best time to stop projects or programs that will not be
successful is before they are ever started. Research has shown that
the focused use of realistic business case analysis on proposed
initiatives could enable your organization to reduce the amount of
project waste and churn (rework) by up to 40 percent, potentially
avoiding millions of dollars lost on projects, programs, and
initiatives that would fail to produce the desired results. This
book illustrates how to develop a strong business case which links
investments to program results and, ultimately, with the strategic
outcomes of the organization. In addition, the book provides a
template and example case studies for those seeking to fast-track
the development of a business case within their organization.Making
the Case for Change: Using Effective Business Cases to Minimize
Project and Innovation Failures provides executive teams and change
agents with the information required to make better business case
decisions. This book can be used throughout the life cycle of the
project to assist with gaining a better understanding of the
following key knowledge areas for developing a business case:
Understanding the present problem/improvement opportunity
Documenting how the project, program, or initiative will add value
to the organization Validating the data and the assumptions that
the projected improvements are based upon Calculating the level of
confidence that can be placed upon the conclusions that are reached
Assessing the alternative solutions that were considered Weighing
the costs vs. the benefits of the proposed initiative Analyzing and
mitigating the risks to completing 100 percent of the project's
goals Eliciting and prioritizing the requirements of key
stakeholders and subject matter experts Identifying the key people
that are involved in the proposed project and the skil
The best time to stop projects or programs that will not be
successful is before they are ever started. Research has shown that
the focused use of realistic business case analysis on proposed
initiatives could enable your organization to reduce the amount of
project waste and churn (rework) by up to 40 percent, potentially
avoiding millions of dollars lost on projects, programs, and
initiatives that would fail to produce the desired results. This
book illustrates how to develop a strong business case which links
investments to program results and, ultimately, with the strategic
outcomes of the organization. In addition, the book provides a
template and example case studies for those seeking to fast-track
the development of a business case within their organization.
Making the Case for Change: Using Effective Business Cases to
Minimize Project and Innovation Failures provides executive teams
and change agents with the information required to make better
business case decisions. This book can be used throughout the life
cycle of the project to assist with gaining a better understanding
of the following key knowledge areas for developing a business
case: Understanding the present problem/improvement opportunity
Documenting how the project, program, or initiative will add value
to the organization Validating the data and the assumptions that
the projected improvements are based upon Calculating the level of
confidence that can be placed upon the conclusions that are reached
Assessing the alternative solutions that were considered Weighing
the costs vs. the benefits of the proposed initiative Analyzing and
mitigating the risks to completing 100 percent of the project's
goals Eliciting and prioritizing the requirements of key
stakeholders and subject matter experts Identifying the key people
that are involved in the proposed project and the skills needed to
implement the proposed change Obtaining consensus on the decision
to move forward, as well as on the methods used and the conclusions
specified in the analysis Ideal for executives and
project/initiative managers seeking approval of an activity,
initiative, program, or project, the book presents proven tips,
advice, suggestions, and recommended courses of action for
developing effective business cases. In addition, suggestions for
recruiting a responsible senior officer or sponsor for the project
and for engaging an audience are provided. The authors combine
their own experience in business case development with approaches
used by world-class organizations. They provide a general range of
assessment criteria that can be applied to almost any type of
project business cases. The text discusses each of the 8 activities
and the 35 tasks that make up the business case development
process. This process supplies you with a proven approach for
creating comprehensive and well-constructed business case
evaluations that will either ensure the success of your project, or
eliminate unsuccessful projects, programs, and initiatives before
they start.
With an estimated 70 percent of new projects failing to add value
to the organization, reducing project failure rate represents one
of the biggest improvement opportunities available today. This book
highlights proven approaches designed to separate the successful
projects from the potential losers before the projects are started.
This represents huge savings in manpower, money, and time. The book
shows you how to reduce project cycle time and apply resources
effectively to maximize results and project success rates.
Effective Portfolio Management Systems provides a roadmap for the
implementation of an organizational Portfolio Project Management
(PPM) system and a model for driving sustainable change. It takes
you through the complete project/program management cycle-from the
submittal of the proposed projects to the management of their
implementation. To do this, the authors present an effective,
proven, four-phase Organizational Portfolio Management (OPM)
system: Phase I: Developing the Organizational Portfolio involves
selecting the right mix of projects/programs based upon resource
limitations and risks involved. Phase II: Creating the OPM System
Implementation Plan is the development of a plan to minimize the
resources consumed, reduce cycle time, and increase the ability of
the projects to meet their projected value-added content to the
organization. Phase III: Implementing the OPM System focuses on the
complexity of managing an Organizational Portfolio and keeping it
aligned with the organization's goals and objectives. This phase
provides a roadmap for the implementation of an organizational PPM
system, including sample plans and PMO Implementation/Management
Templates. Phase IV: Practical Applications of Project Change
Management within the OPM System focuses on overcoming the
difficulties related to the continuous changing environment and
project requirements that are encountered as projects are developed
and implemented in today's demanding conditions. This phase
provides guidelines for effectively enrolling, communicating with,
and training the individuals who are impacted by the
project/program to effectively drive sustainable change. At first
glance, an OPM system may look like increased bureaucracy. However,
when it results in a 20-percent increase in the percentage of
projects that are successful, it really turns out to be one of the
best resources an organization can invest in to ensure
profitability and long-term sustainable results.
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