Download IT Project Portfolio Management by Stephen S. Bonham PDF

By Stephen S. Bonham

ISBN-10: 1580537812

ISBN-13: 9781580537810

ISBN-10: 1580537820

ISBN-13: 9781580537827

This groundbreaking booklet introduces you to a finished method of enforcing venture Portfolio administration (PPM) to aid and prioritize IT tasks in either huge and small businesses. the 1st publication to teach you the way to regulate the portfolio of all IT-based initiatives in a company, this targeted source info how a portfolio of tasks may be aligned with the ever-changing industry through a valuable procedure, maximized for total go back on funding, and balanced for hazard throughout a firm. Written by means of a extremely popular specialist with over 15 years of expertise, the booklet is filled with real-world case reports and insightful own stories from the authorÂ’s profession. you find new ideas corresponding to digital IT PMO, IT Flexibility Chains, and AARK administration and learn the way those suggestions could be mixed for max effectiveness less than the umbrella of IT PPM. From overcoming forms and breaking down verbal exchange partitions among finance and data know-how, to inner IT staffing and outsourcing, this authoritative ebook maps out the simplest solution to select, deal with and help your portfolio of IT-based tasks to compare the objectives of your companyÂ’s company technique. CD-ROM incorporated! comprises invaluable supplementary fabric for IT undertaking administration execs, resembling advertising shows, ROI and portfolio administration instruments, direct hyperlinks to regulatory acts and lots more and plenty extra!

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Extra resources for IT Project Portfolio Management

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Being too loose with scope management can cause the project to increase cost and bypass deadlines (increased risk expenses). Through constant negotiation, the PM must work toward an end result that fits both the managed expectations and the managed enthusiasms of the stakeholder. In other words, a project maximizes its value when the ultimate (or final) expectations of the stakeholder are met or exceeded. When selecting IT-based business initiatives, a project portfolio team should consider the likelihood that the individual project’s end results will satisfy the ultimate expectations of the stakeholders.

While classic PPM uses resource-balancing techniques to support the PPM S&P process, IT PPM uses an expanded version of resource balancing called AARK management. AARK management splits the classic definition of resources into four subcategories of resources that are each valuable to the success of any IT project. For the rest of this book, when a reference is made to resources, we mean human resources. This is a fairly standard practice in IT, where nonhuman resources can be referred to as assets, architectures, or knowledge.

By getting control of all four of these loose cannons, the PMO can provide a foundation for robust interinitiative and interproject communication (see Chapters 5 through 8). 3. Develop and enforce processes. To ensure consistent tracking and evaluation of different initiatives and projects, standard, company-specific touch points need to be added to industrystandard methodologies. Not only should a central body such as the PMO make these modifications, it should develop a training curriculum for the methods.

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