项目证券管理
2005-12
John Wiley & Sons Inc
Harvey A. Levine
538
Project Portfolio Management (PPM) goes beyond the typical project management approach to offer a set of proven business practices that can help executives, program managers, and project managers bring projects into alignment with the strategies, resources, and executive oversight of the overall enterprise. Step by step, this book shows how to take a project from the inception of a vision to the realization of benefits to the organization. Project Portfolio Management draws on project management expert Harvey A. Levine’s years of research and distills the knowledge and best practices from dozens of leaders in the field to show how to select and implement the projects that will garner the best results. Throughout this important resource, Levine tackles the many challenges associated with PPM, including Ranking value and benefits Determining the size of the portfolio pipeline Assessing the impact of uncertainty on projects and portfolios Understanding the benefit and risk relationship Establishing a portfolio governance capability Managing the portfolio to maximize benefits Implementing PPM
Foreword (Max Wideman)AcknowledgmentsThe AuthorIntroductionPart One: A Practical Guide to Project Portfolio Management Section One: What Is Project Portfolio Management, and Why Do We Need It? 1.1 Why Do We Need Project Portfolio Management? 1.2 What Is Project Portfolio Management? Section Two: The Fundamentals of a Project Portfolio Management Process 2.1 Selecting Projects for the Pipeline 2.2 Maintaining the Pipeline 2.3 Executing Project Portfolio Management 2.4 Tools for Project Portfolio Management 2.5 Implementing Project Portfolio Management Section Three: The Finer Points of Project Portfolio Management 3.1 Defining PPM: A Bridge or a Hub? 3.2 A Prequalification Process for Selecting Projects for the Portfolio 3.3 The Impact of Uncertainty on Projects and the Portfolios 3.4 Is There a Gorilla in Your Portfolio? Turning Opportunity into Value 3.5 Work Breakdown Structures for Risk and Strategies 3.6 An Introduction to Earned Value AnalysisPart Two: Contributed Chapters and Case Studies Section Four: PPM Techniques and Issues: Portfolio Planning 4.1 Linking Strategy and Project Portfolio Management (KCYelin) 4.2 How to Determine the Value of a Project (Ray Trotta, Christopher Gardner) 4.3 Using the Analytic Hierarchy Process to Improve Enterprise Project Portfolio Management (James Devlin) 4.4 The Efficient Frontier Technique for Analyzing Project Portfolio Management (Mike Gruia) Section Five: PPM Techniques and Issues: Organizing and Implementing Section Six: PPM Applications: Information Technology Section Seven: PPM Applications: New Product Development Section Eight: Applications: PPM for Theory of Constraint Advocates Section Nine: Case Studies Section Ten: What Others Are Saying About PPMNotesIndex
