Bonham, who is an IT strategy consultant, presents an approach to project portfolio management (PPM) for corporate-level strategic alignment of the IT portfolio that is flexible enough to change with the marketplace. He describes the elements of a project portfolio management office (PMO) for overseeing PPM, and suggests how to manage IT architectures, assets, resources, and knowledge. Case studies from several large companies are provided for illustration. The CD-ROM contains ROI and portfolio management tools and PowerPoint presentations.
Author(s): Stephen S. Bonham
Series: Artech House effective project management series
Publisher: Artech House
Year: 2005
Language: English
Pages: 286
City: Boston
Tags: Менеджмент;Управление проектами;
Team DDU......Page 1
Contents......Page 8
Preface......Page 14
Acknowledgments......Page 20
1 Introduction to IT PPM .......Page 22
1.1.1 Financial Investments .......Page 23
1.1.2 Project Investments......Page 27
1.2 IT Project Management .......Page 30
1.2.1 Variable Schedule .......Page 31
1.2.3 Variable Functionality/Scope/Quality......Page 33
1.2.4 Risk......Page 34
1.3.1 Maximization......Page 37
1.3.2 Strategic Alignment......Page 38
1.3.3 Balance .......Page 40
1.3.4 Resource Allocation......Page 41
1.4 TheITPMO .......Page 42
1.4.1 PMO Rollout......Page 48
References......Page 50
1A.1 Basel II .......Page 54
1A.3 Sarbanes-Oxley Act......Page 55
2.1 Corporate Strategy......Page 58
2.1.1 Problems......Page 61
2.1.2 Solutions......Page 62
2.2.1 Changing Directions .......Page 63
2.2.2 Vector Analysis......Page 64
2.2.3 Project A-Growth......Page 66
2.2.4 Project B-Productivity......Page 68
2.2.5 Lessons .......Page 69
2.3.1 Alignment......Page 70
2.3.2 Portfolio Selection and Tracking......Page 72
2.4 Reengineering Cumulative Digression......Page 74
References......Page 76
Appendix 2A: Case Study-Royal Caribbean Cruises-Microstrategies......Page 78
3 Portfolio Flexibility......Page 80
3.1 Risk and Methodologies......Page 81
3.2 Flexibility......Page 82
3.3 Initiative Methodologies......Page 83
3.3.2 Phase 2-Risk/Option/Cost Analysis .......Page 86
3.3.3 Phase 3-Presentation and Project Preparation......Page 94
3.3.4 Phase 4-Metric Mapping .......Page 96
3.4 Project Methodologies .......Page 97
3.4.1 Pitfalls .......Page 99
3.4.2 Audit Points .......Page 100
3.5 Summary......Page 104
References......Page 106
Appendix 3A: Case Study-Artesia BC-Flexible Balanced Scorecard .......Page 108
4.1.1 Project Offices......Page 110
4.1.2 IT PMO Requirements......Page 111
4.1.3 Tailored PMOs......Page 113
4.2 Virtual PMO .......Page 114
4.2.1 Committees .......Page 115
4.3.1 Large, Project-Centric Companies......Page 117
4.3.2 Smaller or Less Project-Centric Companies .......Page 123
4.4.2 Benefits......Page 125
4.4.3 Governance .......Page 128
4.5 Summary......Page 133
References......Page 134
4A.2 HCA......Page 136
5 Architecture Management......Page 138
5.1.1 Supply and Demand .......Page 142
5.1.2 Constraints and Enablers .......Page 145
5.1.3 Business System Modeling......Page 146
5.2 TheEIA......Page 152
5.3.1 The EAM Team .......Page 154
5.3.2 Technical Process Reengineerings .......Page 156
References......Page 157
Appendix 5B: Case Study-Toyota Motor Sales USA-Flexible IT Architecture......Page 159
5B.2 Flexible IT Architecture......Page 160
6 Asset Management......Page 162
6.1 Inventories .......Page 163
6.1.2 Dynamic Inventories .......Page 164
6.2 Enterprise Asset Management .......Page 167
6.2.1 Financial Asset Management .......Page 170
6.2.2 Operational Asset Management......Page 176
6.4 Summary......Page 177
References......Page 179
Appendix 6A: Case Study-BMC Software-Aligning Asset Management .......Page 180
7 Resource Management......Page 182
7.1.1 Functional Managers .......Page 184
7.2 Supporting Resources......Page 188
7.3 Scheduling Resources .......Page 189
7.3.1 Drum Resources .......Page 190
7.3.2 Critical Chain......Page 192
7.4 Outsourcing......Page 193
7.5 Summary......Page 196
References......Page 197
Appendix 7A: Case Study-Siemens Building Technologies, Inc.-Automating Resource Management......Page 199
8 Knowledge Management .......Page 200
8.1 Success Levels......Page 201
8.3 Internally Focused KM......Page 203
8.4 PMO-Supported KM .......Page 205
8.4.2 Project KM .......Page 206
8.4.4 Organizational Support and Rollout......Page 209
8.5 Summary......Page 211
References......Page 212
Appendix 8A: Case Study-KM at Five Companies......Page 214
9 Portfolio Prioritization......Page 216
9.1 The Prioritization Process .......Page 217
9.2 Initiative Reviews......Page 219
9.3 Project Audits......Page 222
9.4 Portfolio Maximization......Page 225
9.4.1 Metrics .......Page 227
9.5.1 Project Buckets .......Page 232
9.5.2 Bubble Diagrams......Page 235
References......Page 238
Appendix 9A: Case Study-CitiGroup-IT PPM Software .......Page 242
10 Organizational Support .......Page 244
10.1 Marketing IT PPM .......Page 245
10.2 IT PMO Rollout......Page 247
10.2.1 Phase 1......Page 248
10.2.2 Phase 2......Page 254
10.2.3 Phase 3......Page 256
10.3.1 Bridging IT and Business Functions......Page 257
10.3.2 Balancing the Two IT PPM Directions .......Page 258
10.3.3 Organizational Change .......Page 261
References......Page 263
Selected Bibliography......Page 266
List of Acronyms .......Page 270
About the Author......Page 274
Index .......Page 276
