Strategic leadership of portfolio and project management
著者
書誌事項
Strategic leadership of portfolio and project management
（The supply and operations management collection）
Business Expert Press, 2012
- : pbk
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注記
Includes bibliographical references (p. [225]-229) and index
内容説明・目次
内容説明
In many organizations executives determine strategy and managers implement it. Unfortunately a gap can exist between the two. This book helps bridge that gap by including concepts and tools of implementing strategy through carefully identified, aligned, selected, prioritized, resourced, and controlled projects. As such, it can accompany a strategic management text or case.Inside, you'll learn how the best run organizations have effective methods of identifying, aligning, selecting, prioritizing, resourcing, and controlling the portfolio of projects that collectively best helps them achieve their strategic goals. Furthermore, the authors detail how regular reporting and quarterly updates in planning help to ensure results. Proper application of quality, information technology, and decision-making further help executives prioritize and evaluate projects and their efforts in executing them.The authors also introduce proven, simple methods of collecting both idea data (qualitative) and quantitative data. They also work through effective methods of making decisions. Executives serving as sponsors can informally ensure project managers understand fully how their projects contribute to strategy. This book covers 22 executive sponsor behaviors from our research that correlate to project success if they are performed at the correct time in the project life cycle. Modern project managers work effectively with many stakeholders in a facilitating manner leading the project initiating, planning, implementing, and closing. Collectively these project manager responsibilities require knowledge, skill and judgment. It is important for leaders to understand project manager responsibilities at a high level in order to better oversee the project manager.
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