Project Management For The Creation Of Organisational Value

Projects and programmes are approved and funded to generate benefits. Project Management for the Creation of Organisational Value proposes a complete framework that seeks to support such an objective – from project selection and definition, through execution, and beyond implementation of deliverables until benefits are secured. Because it is preoccupied with deliverables, accepted project management practice is flawed. Project Management for the Creation of Organisational Value proposes an alternative approach, which seeks a flow of target outcomes for the organisation investing in the project. Project Management for the Creation of Organisational Value provides support for all those who play a role of leadership in projects at different levels. Senior executives, practitioners and academics will find in this book a comprehensive guide to the conduct of projects and programmes, which includes robust models, a set of consistent principles, an integrated glossary, enabling tools, illustrative examples and case studies. A companion workbook to this text for instructors and students is available online at http://extras.springer.com. The workbook illustrates project management concepts using the approach presented in this book and contains a range of exercises.

In Project Risk Governance, Dieter Fink breaks new ground in two ways. Firstly, he places project risk management in the context of today’s organisations in which objectives are increasingly implemented through projects to better respond to fast-changing markets. Secondly, he applies a governance perspective to examine project risk at the project and corporate levels, an approach which is significantly under-researched and for which theoretical knowledge and professional practice are at an early stage of maturity. Project risk governance falls between corporate governance and project governance and is attracting increasing attention. The author argues that there are two reasons for this. The first is the ‘projectisation’ of organisations, in particular within organisations conforming to the Project-Based Organisation (PBO) model. The second is the prevalence of a strategic approach to managing risk for the purposes of protecting organisational values and creating competitive advantage. The book addresses governance, strategy, value management and building enterprise-wide Project Risk Governance (PRG) capabilities. Chapters examine the role of projects in organisations and the need to integrate project and business strategy within the framework of the Project-Based Organisation. PRG is introduced via its links with corporate and project governance and its scope is covered in chapters that identify relevant processes, structures and relationship mechanisms. Contextual influences such as the professionalisation of project management are recognised and insights provided to increase readers’ understanding of uncertainty, risk events, and probabilities and of the essential requirements of managing risks at project level. The final chapter provides a roadmap to the stages and dimensions of a PRG maturity model.

Project management is an essential life and workplace skill that everyone must develop. Following the popular style and format of other textbooks by Stewart Clegg, this brand new co-authored textbook on project management provides a much needed European perspective to the subject. Drawing on the latest research and practice, the authors guide students on an active learning journey through the project lifespan, promoting a critical and reflexive approach to studying project management, as well as one that creates value for all project stakeholders and emphasizes people and not just process. Case studies and examples discussed in the text cover a wide range of projects from large to smaller across different industries and sectors, both public and private, including: megaprojects (HS2); mega events (Olympics); political projects (Brexit); health-related project implementation (LEAN); tech-related projects (Google); building and restoration projects (housing/Sagrada Familia); and arts and cultural projects (European Capital of Culture). Incorporating a host of learning features both in chapters and via the supporting online resources, this textbook is essential reading for all students/managers completing a course unit in project management at either undergraduate or postgraduate level.

Creating the Project Office is written for managers who are searching for ways to transform their organizations into more effective and efficient project-based workplaces. As this important book reveals, there is no more effective way to make that change than to create a project office tailored to the needs of the organization. While a project office model leads to better products from projects, it is also a vehicle for generating overall organizational change -- by transforming the organization from function-based to project-based. This model incorporates projects into the very fabric of the organizational strategy and revitalizes organizations, creates competitive advantage, and increases shareholder value.

Look around your organization: can you identify who owns project management? Would that person appreciate that they own responsibility for your projects? Project Leadership: Creating Value with an Adaptive Project Organization highlights the importance of these questions underlining the importance not only of the project team but on the culture of

In the traditional view of project management, if a project manager completed a project and had adhered to the triple constraints of time, cost, and performance, the project was considered a success. Today, in the eyes of the customer and the parent or sponsoring company, if a completed project did not deliver its anticipated value, it would be seen as a failure. Today's changing economic climate, marked by an increasingly competitive global environment, is driving project managers to become more business oriented. Projects must now be viewed from a strategic perspective within the context of a business or enterprise that needs to provide value to both the customer and the organization itself. As a result, project managers are now required to possess the skills to complete a project within certain specifications, and also know how to create and deliver value. Responding to the needs of today's project managers, Value-Driven Project Management begins by changing the paradigm of project management. Rather than judge the success of a project from the perspectives of time, budget, and quality, the authors demonstrate why success is only achieved when planned business values are met, including: Internal value Financial value Future value Customer-related value The authors also offer best practices that allow you and your organization to create additional value in efficiency, customer satisfaction, and enhanced products and services. Finally, the book helps you incorporate value into clearly defined business objectives and "sell" the value-driven process to executives. Throughout the book, helpful illustrations clarify complex concepts and processes. Assigning valuable resources to projects that don't provide some tangible form of value to the organization and to the client is poor management and poor decision-making. On the other hand, selecting and implementing projects that will deliver value and an acceptable return on investment is effective management and decision-making, but is very challenging, especially when a project may not provide its target value for years to come. With Value-Driven Project Management in hand, you'll discover the tools you need to ensure that projects deliver true value upon their completion.

PMI's latest foundational standard, The Standard for Organizational Project Management (OPM), expands upon the popular Implementing Organizational Project Management: A Practice Guide, published in 2014. This newly-created standard is a result of survey feedback that revealed acceptance of the approach and increasing interest in an expanded version. OPM is defined as the integration of people, knowledge, and processes, supported by tools across all functional domains of the organization. The approach further advances an organization's performance by developing and linking portfolio, program, and project management principles and practices with organizational enablers (e.g., structural, cultural, technological, and human resource practices) and business processes to support strategic objectives. OPM helps organizations deliver value through the following principles:•Aligning strategy•Consistent execution and delivery•Cross-functional collaboration•Adding value to the organization•Continuous training Although useful for any organization that is seeking to better meet its strategic objectives, this standard is particularly beneficial for organizations that do not have a unified project management approach.

Winner of 2020 PMI David I. Cleland Project Management Literature Award This book is a complete project management toolkit for project leaders in business, research and industry. Projects are approved and financed to generate benefits. Project Management: A Benefit Realisation Approach proposes a complete framework that supports this objective – from project selection and definition, through execution, and beyond implementation of deliverables until benefits are secured. The book is the first to explain the creation of organisational value by suggesting a complete, internally-consistent and theoretically rigorous benefit-focused project management methodology, supported with an analytical technique: benefit engineering. Benefit engineering offers a practical approach to the design and maintenance of an organisation’s project portfolio. Building upon the authors’ earlier successful book, Project Management for the Creation of Organisational Value, this comprehensively revised and expanded new book contains the addition of new chapters on project realisation. The book offers a rigorous explanation of how benefits emerge from a project. This approach is developed and strengthened — resulting in a completely client-oriented view of a project. Senior executives, practitioners, students and academics will find in this book a comprehensive guide to the conduct of projects, which includes robust models, a set of consistent principles, an integrated glossary, enabling tools, illustrative examples and case studies.