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05793nam a2200265 a 4500 |
| FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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160323n 000 0 eng d |
| INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781498741941 |
| DATE AND TIME OF LATEST TRANSACTION |
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20170126101102.0 |
| CONTROL NUMBER |
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63782 |
| CONTROL NUMBER IDENTIFIER |
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| control field |
UOWD |
| MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Ramani, S. |
| TITLE STATEMENT |
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| Title |
Improving business performance : |
| Remainder of title |
a project portfolio management approach |
| Statement of responsibility, etc |
Ramani S. |
| PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Place of publication, distribution, etc |
Boca Raton : |
| Name of publisher, distributor, etc |
CRC Press, Taylor & Francis Group, |
| Date of publication, distribution, etc |
c2016. |
| PHYSICAL DESCRIPTION |
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| Extent |
xv, 216 p. : |
| Other physical details |
col. ill. ; |
| Dimensions |
24 cm. |
| SERIES STATEMENT |
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| Series statement |
Best practices and advances in program management series |
| FORMATTED CONTENTS NOTE |
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| Formatted contents note |
Context for Change Why Change? Triggers for Change The Impact of Change It All Commences with Strategy!Project Portfolio Management Starting Point for Portfolio Definition Strategic Positioning of Organizations Boston Consulting Group (BCG ) Matrix-Application Setting Up of Performance Targets Strategy Evolution Organizational Vision, Mission, and Strategic Objectives Environmental Scanning and Competitive StrategiesApplication of Balanced Scorecard (BSC) to Portfolio Management Balancing the Portfolio Portfolio Definition and Management-Roles and Responsibilities Portfolio Definition and Implementation-Key Steps Portfolio Funding Portfolio Optimization Portfolio Implementation References The Core of Program Management-Benefits Management Program Management-The Context of Benefits Management Benefits Map Multiple Ways a Program Can Come About in an Organization Program Mandate Program Governance Board Program Lifecycle-Phases Program Initiation Phase Program Stakeholder Engagement Program Definition Phase Program Execution Phase Program Closure PhaseProject Management-Delivery Enabler for Change Project Management-Context Project Management-Major Processes The Project Charter Project Stakeholder Engagement Requirements Management Project Work Breakdown Structure (PjWBS) Project Schedule Development Project Cost BaselineScope Change Requests and Managing Change Project Quality Management Plan Project Communications and Risk Management Plans/Risk Management Flow Procurement Management and Staffing Management Plans Project Setup End-Deliverable: Project Management Plan Finalization Assessing Project Viability Project Delivery Process Project Progress Monitoring ProcessProject Closing Process Change Initiative Integration into Operations-Transition Management Introduction to Transition Management Pre-transition StepTransition StepPost-transition Step Change Management and Stakeholder Engagement Significance of Change Management and Stakeholder Engagement How Change Gets Triggered Off? Enabling Changes from Enterprise-Wide Transformation Initiatives-Stakeholder Classification Grouping of Stakeholders and Developing Stakeholder Response Stances Why It Is Difficult to Change Stakeholders? Or Stakeholder Views? 1Applicability of Change Management Models in Driving Change Initiatives The Ways in Which Different Organizations Work Change Management Roles Summary ReferencesBenefits Management-Link between Portfolio and Program Management What Is Benefits Management? What Are the Practical Issues Concerning Benefits Management?Benefits Identification Benefits Quantification Planning to Obtain the Benefits Realizing, Tracking, and Sustaining the Benefits Benefits Management from the Portfolio Management Perspective Setting Up and Running an Enterprise Project Management Office (EPMO) Why an EPMO? What Is an EPMO? What Would Be the Structure of a Full-Fledged EPMO? The Centralized Portfolio Office (PfO)/Nodal Offices Center of Excellence (COE) Functions and Services Temporary Project/Program Offices How Is the EPMO Set Up? Run the EPMO Implementation Program and Its Closure Setting Up and Running the PMOs for a Specific Change Initiative Challenges Facing the EPMO and Their Possible Remedial Measures Enhancing the Organizational P3M Maturity PM Maturity Model-An Overview An Integrated Case Study-Application of Project Portfolio Management Background: The Company-AXN Corporation Management Structure-AXN Corporation Triggers for ChangeHow AXN Corporation Went About the Change?"Top-Down" Change-How Did AXN Go About It? Reconciling with the "Bottom-Up" Approach Balancing and Deploying the Portfolio Program Management-Execution Program Execution-Interfacing with Project Management Program ClosureHow Projects in AXN Were Managed-Salient Points How AXN Enhanced Project Management Competency Portfolio Management Implementation-A RetrospectiveReferences Appendix: Structure of Major Portfolio, Program, and Project Artifacts Portfolio Governance Framework Portfolio Implementation Plan Program Mandate Program Charter Program Scope Baseline Program Benefits Realization Plan Program Benefit Card Program Benefits Management Strategy Program Communications Management Plan Program Risk Management Plan Program Risk Register Program Financial Management Plan Program Quality Management Plan Program Resource Management Plan Program Component List Program Transition Plan Program Governance Plan Program Management PlanProgram Target Operating Model End Program Report Project Charter Project Business Case Project Scope Management PlanProject Cost Management Plan Project Quality Management Plan Project Resource Management Plan Configuration Item Record Project Management PlanTeam Progress Report Project Progress Report End Project Report GlossarySuggested ReadingIndex. |
| SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Total quality management |
| Source of heading or term |
sears |
| SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
BUSINESS & ECONOMICS / Industrial Management |
| Source of heading or term |
sears |
| SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
BUSINESS & ECONOMICS / Management |
| Source of heading or term |
sears |
| SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
BUSINESS & ECONOMICS / Management Science |
| Source of heading or term |
sears |
| SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
BUSINESS & ECONOMICS / Organizational Behavior |
| Source of heading or term |
sears |
| SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Portfolio management |
| Source of heading or term |
sears |
| SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Portfolio Management Technique |
| Source of heading or term |
sears |
| ADDED ENTRY ELEMENTS (KOHA) |
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| Koha item type |
REGULAR |