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BL
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| Record Number
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840739
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| Main Entry
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Reiss, Geoff.
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| Title & Author
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Portfolio and Programme Management Demystified : : Managing Multiple Projects Successfully.
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| Edition Statement
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2nd ed.
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| Publication Statement
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Hoboken :: Taylor and Francis,, 2012.
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| Page. NO
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1 online resource (337 pages)
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| ISBN
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113524152X
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: 9781135241520
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| Contents
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Portfolio and Programme Management Demystified Managing multiple projects successfully; Copyright; Contents; List of figures, tables, boxes and case studies; Acknowledgements and dedication; Foreword; 1 Let's get these words straight; 1.1 Introduction; 1.2 What are portfolio management, programme management and project management?; 1.3 Programme management; 1.4 Portfolio management; 1.5 Distinguishing programmes, projects and portfolios; 1.6 Definitions of programme management; 1.7 Types of projects; 1.8 Benefits; 1.9 Summary and reflection; 2 Doing the right programmes and projects.
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2.1 Top-down or bottom-up?2.2 Top-down; 2.3 Bottom-up; 2.4 Both top-down and bottom-up; 2.5 Anarchy; 2.6 Benefits management; 2.7 Portfolio management; 2.8 Summary and reflection; 3 Doing programmes and projects right; 3.1 Introduction; 3.2 What kinds of organisations manage a portfolio of projects?; 3.3 A multi-project organisation; 3.4 Multi-project planning and control; 3.5 Financial control; 3.6 Earned value analysis; 3.7 Progress monitoring, feedback and the timesheet angle; 3.8 Dealing with uncertain projects; 3.9 Managing multiple resources across multiple projects.
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3.10 Managing the matrix3.11 Project management tools in the programme management environment; 3.12 Consistency; 3.13 Programme risk management; 3.14 Management of scope and change; 3.15 Summary and reflection; 4 Governance; 4.1 Introduction; 4.2 What is governance?; 4.3 Why is governance important?; 4.4 Governance roles; 4.5 How is governance different from management?; 4.6 A question of balance; 4.7 Summary and reflection; 5 Methodologies and methods; 5.1 Project Management Body of Knowledge (PmboK); 5.2 Projects In a Controlled Environment (Prince2).
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5.3 Managing Successful Programmes (Msp)5.4 The Standard for Program Management; 5.5 Portfolio, Programme and Project Offices (P3o); 5.6 Management of portfolios; 5.7 The Standard for Portfolio Management; 5.8 The Apm Body of Knowledge; 5.9 Are methods essential?; 5.10 Portfolio and programme approval documentation; 5.11 Roles and responsibilities; 5.12 Responsibility assignment matrix; 5.13 How to fail as a programme sponsor or Sro; 5.14 Summary and reflection; 6 Programme, portfolio and project offices; 6.1 Introduction; 6.2 Definition of Pmo; 6.3 Why implement a Pmo; 6.4 The Pmo role.
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6.5 Pmo size matters6.6 Pmo maturity; 6.7 Pmo success; 6.8 Conclusions; 6.9 Summary and reflection; 7 People matter; 7.1 Leadership; 7.2 Leadership development; 7.3 The challenges faced by programme managers; 7.4 Leading programmes and portfolios; 7.5 Other elements of leadership; 7.6 Stakeholder engagement; 7.7 Developing programme management capability; 7.8 Summary and reflection; Notes; Further reading; Index.
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| Abstract
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You're now responsible for a programme, or you've got a portfolio to manage? Where do you start? Right here!Projects are not simply the bread and butter of an organisation. Form them into programmes or portfolios and they can be prioritised and integrated to deliver change to your organization in line with your strategic vision. You will be able to control costs and risks and bring together a complex series of themes effectively. This overhauled second edition now combines portfolio management as a parallel theme with programme management, and it is brought in line with the current thinking of.
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| Subject
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Portfolio management.
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| Subject
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Project management.
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| Subject
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Portfolio management.
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| Subject
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Project management.
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| Dewey Classification
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658.4/04658.404
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| LC Classification
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HD69.P75 R453 2012
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| Added Entry
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Rayner, Paul.
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