Develop a Project Portfolio Management Strategy
|発行||Info-Tech Research Group||商品コード||603329|
|出版日||ページ情報||英文 124 Pages
|プロジェクトポートフォリオ管理戦略の策定 Develop a Project Portfolio Management Strategy|
|出版日: 2017年06月14日||ページ情報: 英文 124 Pages||
Info-Techは、この調査領域でプロジェクトマネジメント協会 (PMI) と情報システムコントロール協会 (ISACA)のフレームワークを使用しています。また、業界をリードするこれらのフレームワークに加え、アナリストや業界の専門家、クライアントから得られる識見や助言を生かして、ベストプラクティスのアプローチを補強しており、3万3,000人を超えるクライアントを擁するInfo-Techのネットワークが調査の有効性を裏付ける証拠となっています。Info-Techのチームは、合計1,000時間を超える一次調査と二次調査を行って、自分たちのアプローチがベストプラクティスによって裏打ちされたものであることを実証しています。
Info-Techのプロジェクトポートフォリオ管理 (PPM) 戦略は、アジャイルやウォーターフォールなど、どのような手法を用いたプロジェクトにも応用することができます。
Info-Tech uses PMI and ISACA frameworks for areas of this research. In addition to industry-leading frameworks, our best-practice approach is enhanced by the insights and guidance from our analysts, industry experts, and our clients. Our peer network of over 33,000 happy clients proves the effectiveness of our research. Our team conducts 1,000+ hours of primary and secondary research to ensure that our approach is enhanced by best practices.
Info-Tech's PPM strategy is applicable whether you use Agile, waterfall, or anything in between for PM.
Use this blueprint to develop, or refine, a PPM strategy that works for your organization.
Buy-in from the owners of project portfolio (Steering Committee, C-suite management, etc.) is a critical prerequisite for any PPM strategy. This blueprint will give you the tools and templates to help you make your case and win the buy-in of portfolio owners.
This blueprint offers a methodology to translate the broad aim of PPM to practical, tactical goals of the five core PPM processes, as well as how to measure the results. Our methodology is supported with industry-leading frameworks, best practices, and our insider research.
This blueprint takes you through a series of steps to translate the process goals into a high-level process description, as well as a business case and a roadmap for implementing the new PPM processes.
Our methodology is also equally as applicable for making your existing PPM processes better, and help you draft a roadmap for improvement with well-defined goals, roles, and responsibilities.
Our methodology is designed to tackle your hardest challenge first to deliver the highest-value part of the deliverable. For developing a PPM strategy, the biggest challenge is to get the buy-in of the executive layer.
Without senior management participation, PPM doesn't work, and the organization is likely to end up with, or return to, a squeaky-wheel-gets-the-grease mindset for all those involved.
In the first step of the blueprint, you will be guided through the following steps:
A PPM strategic plan is the end deliverable of this blueprint. In the first step, download the pre-filled template with content that represents the most common case. Then, throughout the blueprint, customize with your data.
This research is designed for:
This research will help you:
Efforts to deliver on projects are largely hampered by causes of project failure outside a project manager's control.
The most recent data from the Project Management Institute (PMI) shows that more projects are meeting their original goals and business intent and less projects are being deemed failures. However, at the same time, more projects are experiencing scope creep. Scope creeps result in schedule and cost overrun, which result in dissatisfied project sponsors, stakeholders, and project workers.
Meanwhile, the primary causes of project failures remain largely unchanged. Interestingly, most of these primary causes can be traced to sources outside of a project manager's control, either entirely or in part. As a result, project management tactics and processes are limited in adequately addressing them.
Organizations typically come to project portfolio management (PPM) with at least one of two misconceptions: (1) that PPM is synonymous with project management and (2) that a collection of PPM processes constitute a PPM strategy.
Both foundations are faulty: project management and PPM are separate disciplines with distinct goals and processes, and a set of processes do not comprise a strategy - they should flow from a strategy, not precede one. When built upon these foundations, the benefits of PPM go unrealized, as the means (i.e. project and portfolio processes) commonly eclipse the ends of a PPM strategy - e.g. a portfolio better aligned with business goals, improved project throughput, increased stakeholder satisfaction, and so on.
Start with the end in mind: articulate a PPM strategy that is truly project portfolio in nature, i.e. focused on the whole portfolio and not just the individual parts. Then, let your PPM strategy guide your process goals and help to drive successful outcomes, project after project.
Business satisfaction is driven by delivering projects that align to and maximize business value. Use Info-Tech's method for developing a PPM strategy and synchronize its definition of "best projects" with yours.