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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

発行 Info-Tech Research Group 商品コード 603329
出版日 ページ情報 英文 124 Pages
納期: 即日から翌営業日
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本日の銀行送金レート: 1USD=109.67円で換算しております。
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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
概要

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。

当レポートを活用することにより、組織内で有効に機能するPPM戦略を策定したり、改善したりすることができます。

当レポートの対象:

  • 事業戦略の目標と業務面のニーズの両方にIT部門が最大限対応できるようにしたいと考えているCIO
  • 事業部門やプロジェクト依頼主の期待により良い形で対応し、満足度を高めたいと考えているCIO
  • 成功の可能性が最も高い優れたプロジェクトを準備するための戦略を必要としているCIO、プロジェクトマネジメントオフィス (PMO) のディレクター、ポートフォリオ管理者

当レポートは、以下のような場面で役立てることができます:

  • プロジェクトポートフォリオ管理戦略に対する経営幹部の支持を獲得し、管理方法についての意向を明確にする。
  • 組織の戦略と一致する高レベルのプロジェクトポートフォリオ管理プロセスに関する解説の原稿を作成する。
  • PPMプロセスを改善することで、利用されていないプロジェクトの遂行能力を活用し、ITに対する事業部門の満足度を高めていくための戦略的な計画を作成する。
目次
Product Code: 73588

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.

Get buy-in for PPM strategy from decision makers.

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.

Connect strategic expectations to PPM process goals.

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.

Develop your PPM processes.

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.

Refine your 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.

  • Mark Price Perry, Business Driven Project Portfolio Management

In the first step of the blueprint, you will be guided through the following steps:

  • 1. Choose the right PPM strategy: driven by the executives, supported by management.
  • 2. Objectively assess your current project portfolio with minimal effort to build a case for the PPM strategy.
  • 3. Engage the executive layer to get the critical prerequisite of a PPM strategy: their buy-in.

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:

  • CIOs who want to maximize IT's fulfillment of both business strategic goals and operational needs.
  • CIOs who want to better manage the business and project sponsors' expectations and satisfaction.
  • CIOs, PMO directors, and portfolio managers who want a strategy to set the best projects for the highest chance of success.

This research will help you:

  • Get C-level buy-in on a strategy for managing the project portfolio and clarify their expectations on how it should be managed.
  • Draft strategy-aligned, high-level project portfolio management process description.
  • Put together a strategic plan for improving PPM processes to reclaim wasted project capacity and increase business satisfaction of IT.

Executive Summary

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.

Situation:

  • As CIO, there are too many projects and not enough resource capacity to deliver projects on time, on budget, and in scope with high quality.
  • Prioritizing projects against one another is difficult in the face of conflicting priorities and agenda; therefore, projects with dubious value/benefits consume resource capacity.

Complication:

  • Not all IT projects carry a direct value to business; IT is accountable for keeping the lights on and it consumes a significant amount of resources.
  • Business and project sponsors approve projects without considering the scarcity of resource capacity and are frustrated when the projects fail to deliver or linger in the backlog.

Resolution:

  • Create a coherent strategy to maximize the total value that projects deliver as a whole portfolio, rather than a collection of individual projects.
  • Ensure that the steering committee or senior executive layer buys into the strategy by helping them understand why the said strategy is necessary, and more importantly, why the strategy is valuable to them.
  • Translate the strategic expectations to specific, tangible goals, which are realized through a suite of project portfolio management processes tailored to your organization and its culture.
  • Putting into place people, processes, and tools that are sustainable and manageable, plus a communication strategy to maintain the stakeholder buy-in.

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.

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