The four pillars of portfolio management : organizational agility, strategy, risk, and resources

Description

Cover Half Title Title Page Copyright Page Dedication Table of Contents List of Figures Foreword Acknowledgments About the Author Chapter 1: Introduction Chapter 2: Context of Portfolio Management 2.1 Differences between Projects, Programs, and Portfolios 2.2 Uncertainty, Ambiguity, and Complexity 2.3 The Portfolio Management Governance Model 2.3.1 Establish the Organizational Strategy 2.3.2 Assess the Organizational Capabilities 2.3.3 Analyze Current Set of Activities and Initiatives 2.3.4 Forecast Future Commitments 2.3.5 Reconcile Resource Allocation with the Organization’s Capability 2.3.6 Analyze Performance Data 2.4 The Organizational Context of Portfolio Management 2.5 Various Perspectives of Portfolio Management 2.5.1 Time and Performance 2.5.2 Decision Making 2.5.3 Delivery and Strategy 2.5.4 Portfolio Management Agility Chapter 3: The First Pillar: Organizational Agility 3.1 What Is Organizational Agility? 3.2 Organizational Inertia 3.3 Factors of Inertia 3.3.1 An Organization: Such a Thing Does NOT Exist 3.3.2 Resistance and Limited Ability to Change: The Sponge Effect 3.3.3 Organizational Entropy 3.3.4 What Creates Entropy and the Illusion of Mastery? 3.4 How to Overcome Organizational Inertia? 3.4.1 Simplicity and Parsimony 3.4.2 Optimizing the Organizational Structure 3.4.3 Developing Cooperation 3.4.4 Breaking the Traditional Model of Uniqueness of Accountability and Encouraging Collaboration 3.5 Triggering a Collaborative Mindset Within the Organization 3.5.1 Establish an Appropriate Incentive System 3.5.2 Expand the Field of Accountability 3.5.3 Reward Collaboration, Make It Worthy, and Make Individualism Unprofitable 3.5.4 Communicate and Spread Your Strategic Objectives and Your Strategic Vision 3.6 The Role of the Project Management Office in Portfolio Management and in Organizational Agility Chapter 4: The Second Pillar: Your Organization’s Strategy 4.1 Defining Your Strategic Horizon 4.1.1 Measuring Organizational Inertia 4.1.2 Calculating Your Strategic Horizon 4.2 Constructing Your Strategic Vision 4.2.1 Aiming at Value 4.2.2 Strategy and Governance 4.2.3 Organizational Structures and Portfolio Structure: The Dog or the Tail? 4.3 Constructing Your Portfolio’s Strategy: Building the Opportunity Chain 4.3.1 Stating the Initial Concept 4.3.2 Who Are Your Stakeholders? How Do They Feel? The 4i’s Model 4.3.3 Expressing the Expectations 4.3.4 Identifying the Needs 4.3.5 Formalizing the Objectives 4.3.6 Determining the Strategic Contribution of Each Candidate Component 4.3.7 Constructing the Strategic Alignment Model 4.3.8 Functional Analysis, Critical Success Factors, and Key Performance Indicators 4.4 Integrating the Opportunity Chain throughout the Organization Chapter 5: The Third Pillar: Risk 5.1 Specificities of Risk Management at the Portfolio Level 5.1.1 Specificities in Risk Identification 5.1.2 SWOT Analysis Explained 5.1.3 Defining the Appropriate Risk Management Governance Structure 5.1.4 Specificities in Risk Analysis 5.2 Consolidating the Portfolio Risk Profile 5.2.1 Assessing the Risks, Component’s Risk Scoring, and Individual Profile 5.2.2 The Portfolio Risk Profile 5.2.3 The Initial Snapshot and Component Selection 5.2.4 The Evolution of the Risk Profile 5.3 Exploiting Opportunities; Or the Deadly Trap of Threat Mitigation—A Matter of Mindset Chapter 6: The Fourth Pillar: Resource Demand Planning 6.1 Analyzing the Current Capability 6.2 Anticipating the Needs in Resources for Current and Potential Components 6.3 Reconciling Bottom-Up and Top-Down Perspectives 6.4 Establishing a Regular Resource Demand Planning Process Chapter 7: Managing Your Portfolio 7.1 Defining Your Portfolio’s Roadmap 7.2 Delivering and Managing Benefits, Value, and Performance Triggers 7.3 Assessing Performance 7.4 Tracking Risks Within the Portfolio 7.5 Ensuring the Strategic Alignment 7.6 Realigning and Pushing Your Strategic Horizon Forward 7.7 Prepare the Next Iterations of Portfolio Management Chapter 8: Evolution and Future Developments in Portfolio Management Chapter 9: Conclusion 9.1 Portfolio Management as an Organizational Maturity and Agility Trigger 9.2 Developing the Appropriate Mindsets 9.3 Benefits of Portfolio Management 9.4 Portfolio Management Implementation, Success Factors, and Prerequisites Lexicon References Index