tailieunhanh - Lecture Project management in practice - Chapter 3: Organisational strategy and project selection

In this chapter, the learning objectives are: Further develop and understand the importance of the methods that define and align an organisation’s project activity, understand the features of portfolio management systems and the role of a typical Project Management Office (PMO), be able to identify what information and support a PMO should be providing to your project environment,. | CHAPTER 3 Organisational Strategy and Project Selection Learning Elements Further develop and understand the importance of the methods that define and align an organisation’s project activity. Understand the features of portfolio management systems and the role of a typical Project Management Office (PMO). Learning Elements (cont) Be able to identify what information and support a PMO should be providing to your project environment. Understand the project manager’s responsibilities in relation to supplying information to a PMO. Why Project Managers Need to Understand Strategy Project managers must respond to changes with appropriate decisions about future projects and adjustments to current projects. Project managers who understand their organisation’s strategy can become effective advocates of projects aligned with the firm’s mission. Common Mistakes Focusing on problems or solutions with low strategic priority. Focusing on the immediate customer rather than | CHAPTER 3 Organisational Strategy and Project Selection Learning Elements Further develop and understand the importance of the methods that define and align an organisation’s project activity. Understand the features of portfolio management systems and the role of a typical Project Management Office (PMO). Learning Elements (cont) Be able to identify what information and support a PMO should be providing to your project environment. Understand the project manager’s responsibilities in relation to supplying information to a PMO. Why Project Managers Need to Understand Strategy Project managers must respond to changes with appropriate decisions about future projects and adjustments to current projects. Project managers who understand their organisation’s strategy can become effective advocates of projects aligned with the firm’s mission. Common Mistakes Focusing on problems or solutions with low strategic priority. Focusing on the immediate customer rather than the whole market place and value chain. Overemphasising technology that results in projects that do not fit the strategy or customer need. Trying to solve customer issues with a product or service rather than focusing on the 20% with 80% of the value. Engaging in a never-ending search for perfection only the project team really cares about. The Strategic Management Process: An Overview Key stages Define and review the organisational mission, vision and values. Set the organisation’s strategic objectives. Analyse the strategic objectives and identify the ‘ideal’ investment mix. Implement strategies through portfolios, programs and projects. Stage 1 Define and review the organisational mission, vision and values The mission identifies ‘what we want to become’ or the raison d’être. A written mission statement provides focus for decision making when shared by organisational managers and employees. Stage 1 Tools SWOT PESTEL Porter’s 5 Forces Blue Ocean Strategy Strategy .

• Quản lý dự án
• Project management
• Lecture Project management in practice
• Organisational strategy
• Project selection
• Project portfolio management
• Strategic objectives
• Information technology project management
• Information technology project
• Project management profession
• Project management framework
• Project management context
• Project life cycle
• Project management process
• Modern project management
• Project manager
• Project scope management
• Importance of scope management
• Project scope management processes
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project management institute
• Project human resource management
• Project communications management
• Project risk management
• Project management standards
• Project management forms
• Enterprise project management
• Project authorization
• Project analysis
• Project execution
• Organizational influences
• Project management processes
• Project integration management
• Project perspective
• Cost management
• Cost management plan
• Project plan
• Integration change control
• Project management principles
• Project management definition
• Project management perspectives
• Project stakeholder definition
• Project life cycle definition
• Project Management in Practice Dr Neil Project management
• Project organisational structures
• Balanced matrix
• Project management office
• Projectised organisation
• Time constrained project
• Project schedule
• Extended network techniques
• Managerial process
• Lecture Project management
• Project Governance
• Lecture Information technology project management
• Project management statistics
• Project sponsor
• Project Analysis Under Risk
• Project Analysis
• project costs
• project investment
• project evaluation
• technical project management
• project management for small business
• Risk management planning
• Qualitative risk analysis
• Managing project teams
• Human resource management plan
• Project procurement management
• Procurement management plan
• Outsourcing project work
• Quality management planning
• Communications management plan
• Project Cash Flows
• Project Appraisal
• Essential Formulae
• Project Analysis Under Certainty
• Project management in practice
• Evaluating the project
• Terminating the project
• Project auditing
• Project termination