CHAPTER 4

Answer #1

Back to basic: Improving Project Management

One pulse research shows a number of factors contribute to this success including a focus on what we consider the basic:

· Fully understanding the value of project management

· Having actively engaged execution sponsors

· Aligning project to strategy

· Establishing a well-aligned and effective PMO

· Using standardized project management practice throughout the organization

Business Imperatives: Getting the Fundamentals Right

Our Pulse study shows that these organizations are focusing on the fundamental aspects of culture, talent, and process that support excellence in project, program, and portfolio management.

CULTURE

The most effective organizations recognize the need for formal project and program management in their “change the business” initiatives. Creating a culture that embraces project management and increases the business value it delivers involves:

· Fully understanding the value of project management

· Requiring active engaged executive sponsors on projects and programs

· Aligning projects and programs to the organization’s strategy

· Having highly mature project, program, and portfolio management

TALENT

A key factor in fostering a culture that values project management is understanding the importance of skilled talent.

PROCESS

For the past several years. Pulse research has confirmed that organizations can clearly benefit from maturing their project, program, and portfolio management processes, and that process maturity leads to success.

FOUNDATIONAL PRACTICES

· Greater knowledge transfer effectiveness

· More rigorous use of risk management practices

· More frequent use of agile/incremental/iterative project management practices

· Higher benefits realization maturity

KNOWLEDGE TRANSFER

Capturing and sharing lessons learned to easing the impact of losing experienced staff, knowledge transfer represent a critical — but often undervalued — organizational competence. Knowledge transfer is at the heart of project management.

RISK MANAGEMENT

Risk management is at the heart of project management. Any number of risks can be befall a project and drive it off course, often through no fault of the team.

ORGANIZATIONAL AGILITY

Organizational agility is the ability of a business to respond and adapt quickly in response to changes in the market or other parts of its external environment.

We identified the characteristics most indicative of organizational agility as the ability to:

· Respond quickly to opportunities

· Shorten decision/production/review cycles

· Manage change

· Integrate the voice of the customer

· Manage risk

· Assign interdisciplinary project teams

· Eliminate organization silos

· Implement contingency planning

· Use iterative project management practices

· Leverage technology

BENEFITS REALIZATION

Illustrates — and measures — precisely how projects and programs add true value to the enterprise. Organizations that implement benefits realization program understand this value, because they are capturing the hard facts needed to showcase the return on their project management investments.

Answer #2

Answer #3

1. Homepage

1.1 Syllabus

2. Lecture notes

2.1 Books

2.3 E-books

2.4 PDF

3. Students

3.1 Regular

3.2 Irregular

4. Students

4.1 Regular

4.2 Irregular

5. Activities

5.1 Announced

5.3 Text

6. Back to home

Answer #4

1. Write a short paper based on the chapter’s opening case. Answer the following questions (Information Technology Project Management, 7e, page 140, Opening Case):

a. What do you think the real problem was in this case?

  • The real problem in the case provided is that Nick Garson recently became a project manager of a critical biotech enterprise at his silicon valley company which he doesn’t have an idea on the recent business work.

b. Does the case present a realistic scenario? Why or why not?

  • Yes, there are a lot of project manager that have a brilliant idea on how to handle or maintain the business success but sometimes it can lead to business loss.

c. Was Nick Carson a good project manager? Why or why not?

d. What should top management have done to help Nick?

  • Trained him and give advices on how to be a Project Manager

e. What could Nick have done to be a better project manager?

  • Nick should know the responsibilities of a project manager, and attend trainings about it.
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