By James Norrie
A path of mismanaged or terminated tasks in recent times has expense the North American economic system $100 to $150 billion cash every year in misplaced productiveness and shareholders capital. regrettably, the space among undertaking choice and undertaking execution is frequently symptomatic of the onset of venture Fog, an all too everyday company state of affairs within which initiatives are begun and stopped consistently; assets fall in need of the undertaking workload to be carried out; and, after all, the whole attempt is obvious as a failure. A consultant to sidestepping the standard dangers that regularly spell venture Fog, this e-book bridges the distance among executives who improve method and judge what tasks get authorized, and the undertaking managers who've to execute these initiatives perfectly. It offers a roadmap in order that undertaking managers can companion with executives to align their portfolio of tasks with total enterprise approach, making sure that things get performed correct.
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This can be the up-to-date 2011 version (4th ed).
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Extra info for Breaking Through the Project Fog: How Smart Organizations Achieve Success by Creating, Selecting and Executing On-Strategy Projects
However, in most organizations there are other (often unvoiced) factors that also play a significant role. These include: • Any applicable policy frameworks an organization may be subject to (particularly in regulated, monopoly, or government organizations); • The politics within the organization and the degree of executive or leadership self-interest they are willing to impose on the process; • How the organization procures its vendor/partner relationships. In the public sector, there are often more formal procurement practices; in more entrepreneurial organizations, the selection of a partner or vendor may actually be a factor in how the ultimate strategy is set, because of the informal or cozy nature of these relationships.
The rest of us simply consume what they create. Project managers must move in this same direction and begin to put more emphasis on outcomes, rather than on the interim steps, if we are to connect more with C-suite objectives. What Organizations Really Want from Their PM Investments… Outcome Method The RIGHT Projects Project Portfolio Management At the RIGHT Time Project Prioritization & Scheduling Done the RIGHT Way Project Management Methodology With the RIGHT Resources Capacity & Resource Management This is not a new observation and has been extensively discussed among project managers and executive sponsors in other forums.
In our practice, we define the term “effective” as a tool and an accompanying process that both deliver on the required result (selecting the most strategic projects for the portfolio in rank order), while balancing the outcome with the need to limit complexity and costs of implementation of the tool and process itself. This is derived from the discussion about effective versus efficient process designs from Chapter 2. 48 CHAPTER 3 In the following example, the organization has a series of strategic measures and indexes that it has established as critical to its strategy.