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The Performance of Projects and Project Management
In the increasing number of heavily projectized organizations, sustainable, commercial performance depends on their ability to measure and develop the performance of project management. This involves developing new skills and capabilities, such as a learning approach across projects. It also involves transforming established approaches such as corporate governance to match the new project-oriented context and, finally, it involves learning to use projects to enable key organizational objectives, such as sustainability, as well as the project-specific outcomes. The Performance of Projects and Project Management offers perspectives on all of these fundamental aspects of project performance. As such, it is an important book for those concerned with project strategy, project delivery and business sustainability.
The Performance of Projects and Project Management Sustainable Delivery in Project Intensive Companies
In the increasing number of heavily 'projectized' organizations, sustainable, commercial performance depends on their ability to measure and develop the performance of project management. This involves developing new skills and capabilities, such as a learning approach across projects. It also involves transforming established approaches such as corporate governance to match the new project-oriented context and, finally, it involves learning to use projects to enable key organizational objectives, such as sustainability, as well as the project-specific outcomes. The Performance of Projects and Project Management offers perspectives on all of these fundamental aspects of project performance. As such, it is an important book for those concerned with project strategy, project delivery and business sustainability.
Portfolio Management
Portfolio management is becoming the ‘must have’ for organizations to prosper and survive in this decade and beyond. No longer can the organizational focus be one of following best and repeatable practices as resource limitations mean only those programs, projects, and operational work that add business value can and should be pursued. Executives are focusing on strategic ability and managing complexity, which can only be done through a disciplined portfolio process in ensuring the best mix of programs, projects, and operational work is under way. In turn, the portfolio is constantly in flux as difficult decisions are made if a project, for example, is no longer contributing to business ...
From Marketing to Project Management
Although many previous studies have identified the project manager skills that facilitate project success, the field lacks sufficient information on one essential practitioner skill: knowing how to sell projects internally to executives and externally to stakeholders. This article examines how project managers can integrate a marketing perspective into their project management approach. In doing so, it identifies six elements that informed this paper's examination of how three companies use marketing techniques when managing projects; it overviews the study's methodology and summarizes the two axes shaping project marketing as well as the four elements influencing a project environment. It d...
Portfolio Management
Recognizing the importance of selecting and pursuing programs, projects, and operational work that add sustainable business value that benefits end users, the Project Management Institute (PMI®) issued its first Standard on Portfolio Management in 2006. In 2014, it launched the Portfolio Management Professional (PfMP®) credential—which several of the experts who contributed to this book earned—to recognize the advanced expertise required of practitioners in the field. Presenting information that is current with The Standard for Portfolio Management, Third Edition (2013); Portfolio Management: A Strategic Approach supplies in-depth treatment of the five domains and identifies best pract...
The Art and Science of PhD Research
This book aims to increase the success rate of academic research in general and PhD research specifically. It focuses on providing scholars, researchers, and students with the knowledge pertaining to planning and executing the art and the science of academic research and PhD research in order to successfully deliver the expected outcome. It provides insight into the motivations and the challenges associated with academic research and illustrates these motivations and challenges by sharing the results of a survey that expresses the views of PhD students. By leveraging project management techniques to help the researchers to break down and structure their dissertation work, the book provides a...
Cambridge Handbook of Organizational Project Management
In recent years, organizational project management (OPM) has emerged as a field focused on how project, program and portfolio management practices strategically help firms realize organizational goals. There is a compelling need to address the totality of project-related work at the organizational level, providing a view of organizations as a network of projects to be coordinated among themselves, integrated by the more permanent organization, and to move away from a focus on individual projects. This comprehensive volume provides views from a wide range of international scholars researching OPM at a cross-disciplinary level. It covers concepts, theories and practices from disciplines allied to management, such as strategic management, organization sciences and behavioural science. It will be a valuable read for scholars and practitioners alike, who are looking to enrich their understanding of OPM and further investigate this new phenomenon.
Project Managers as Senior Executives
Project Managers as Senior Executives maps out a model for advancement for program and project managers and contributes new thinking on the emerging leadership of project managers as senior executives. The research is published in two volumes. Volume I—Research Results, Advancement Model, and Action Proposals presents the results and proposals from the study and Volume 2—How the Research Was Conducted: Methodology, Detailed Findings, and Analyses contains the research-oriented materials from the study.
Project Marketing by Three Organizations
Within the project marketing literature, there has been an ongoing discussion about whether project marketing is part of project management or vice versa. In this paper, we take a new perspective on this discussion. It can be said that there are three organizations involved in the management of projects: two permanent organizations, the parent and the contractor; and one temporary organization, the project itself. The view that project marketing is part of project management is the marketing of the project to the project's stakeholders. It is part of stakeholder engagement. The view that project management is part of project marketing is marketing for the project by the contractor for this a...
