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Project Management for Performance Improvement Teams (or, PM4PITs,
for short) provides practical guidance based on innovative concepts
for project teams -- especially Performance Improvement Teams
(PITs)-and their Project Managers on how to successfully complete
individual projects and programs using an ingenious and scalable
framework based on an innovative foundation fusing together
elements of Project Management, Innovation Management, and
Continual Improvement. This book lays out how Project and Program
Managers and their teams can "do those right projects the right
way," one project at a time. It details what continual improvement,
change, and innovation are, why they are so important, and how they
apply to performance improvement-both incremental and
transformative. The authors examine the four types of work and
workforce management in organizations, Strategic, Operations,
Projects, and Crises, using four common comparative variables:
Proactive/Preventive versus Reactive/Corrective, Temporary/Unique
versus Ongoing/Repetitive, Innovative versus Maintaining the Status
Quo, and Schedule Focus: Fiscal Year versus Short Term versus Long
Term. These comparisons set the stage for the uniqueness of the
third type: Projects (and Programs) that are fundamentally
change-driven.
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
Project Management for Performance Improvement Teams (or, PM4PITs,
for short) provides practical guidance based on innovative concepts
for project teams -- especially Performance Improvement Teams
(PITs)-and their Project Managers on how to successfully complete
individual projects and programs using an ingenious and scalable
framework based on an innovative foundation fusing together
elements of Project Management, Innovation Management, and
Continual Improvement. This book lays out how Project and Program
Managers and their teams can "do those right projects the right
way," one project at a time. It details what continual improvement,
change, and innovation are, why they are so important, and how they
apply to performance improvement-both incremental and
transformative. The authors examine the four types of work and
workforce management in organizations, Strategic, Operations,
Projects, and Crises, using four common comparative variables:
Proactive/Preventive versus Reactive/Corrective, Temporary/Unique
versus Ongoing/Repetitive, Innovative versus Maintaining the Status
Quo, and Schedule Focus: Fiscal Year versus Short Term versus Long
Term. These comparisons set the stage for the uniqueness of the
third type: Projects (and Programs) that are fundamentally
change-driven.
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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