Earned Benefit Program Management

Aligning, Realizing, and Sustaining Strategy
 
 
Auerbach (Verlag)
  • erschienen am 10. Oktober 2017
  • |
  • 394 Seiten
 
E-Book | PDF mit Adobe-DRM | Systemvoraussetzungen
978-1-315-31428-0 (ISBN)
 

No one can disagree that benefits are good things. Whether you are responsible for projects, programs, or portfolios, you are increasingly expected to think-and act-in an appropriate benefits-driven way. However:

  • Do you understand that what may be appropriate for a project may be inapplicable for a program?
  • Can you avoid the trap of wishful thinking based on overinflated expectations and underestimated costs?
  • Can you manage your program or portfolio from inception to final delivery in a consistent, benefits-focused way based on a single, coherent model?

This book describes how Earned Benefit Program Management techniques provide an innovative, all-inclusive model and set of tools developed specifically to answer these questions. This model consolidates the key concepts of project, program, and portfolio management and ensures that all program and portfolio management steps are carried out based on a single, signed-off model in a consistent, verifiable manner within a consolidated life cycle. This approach guarantees alignment with strategic goals and constraints through every stage of a program.

Case studies highlight the key features of the approach and provide important lessons and insights for managing programs. Although the ideas and concepts for each topic are fully consistent with existing standards and other published material, they are based on new thinking and go beyond current practice. They provide a set of original and powerful techniques that are applicable to both programs and portfolios in a wide range of business environments.

  • Englisch
  • London
  • |
  • Großbritannien
Taylor & Francis Ltd
  • Für Beruf und Forschung
  • 100 s/w Abbildungen
  • |
  • 100 schwarz-weiße Abbildungen
  • 56,74 MB
978-1-315-31428-0 (9781315314280)
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Crispin Piney (known as "Kik") has been involved in the project world since joining the IT Group at CERN, the European Laboratory for Particle Physics, in the 1970s, working on cutting-edge development projects. He later moved to the Digital Equipment Corporation (DEC), initially in England, before relocating to DEC's European technical centre in the south of France. While he was with DEC, Kik gained a deeper understanding of the importance of methodology, business alignment, and stakeholder relationship management.

After the acquisition of DEC by Compaq, Kik left in 2000 and set up as an independent consultant and trainer in project management. He invested enthusiasm, time, and effort working as a volunteer with the Project Management Institute (PMI®) on the majority of their standardization efforts, from the Organizational Project Development Management Maturity Model (OPM3®) through each the standards for projects, for programs, and for portfolio management (he was listed as a "significant contributor" for the first edition of both the program and the portfolio standards). He also contributed actively to the PMI competency development framework, the lexicon, and the Practice Guide for Scheduling. He is one of the three authors of PMI®'s Practice Guide for Project Risk Management. Kik gained his Project Management Professional (PMP®) certification with PMI prior to leaving DEC. He later became the first person in France to acquire the corresponding certifications for programs (PgMP®) and, when it became available, for portfolios (PfMP®).

He has published a number of articles ranging across all aspects of projects, programs, and portfolios. He has presented at most PMI® EMEA congresses since 2002, as well as at regional events. Additionally, Kik provides training on a wide range of topics in the project management space. He has developed and delivered courses across a broad range of industries including construction, perfumery, information technology, steelworks, aviation, packaging, electronics, and banking. His approach to understanding and expanding the field of knowledge in the area of project, program, and portfolio management is based on the following principles:

    • The need for alignment between all domains in order to ensure consistency
    • The need for clarity and precision in order to avoid misunderstandings
    • The willingness to generalize and expand valid concepts in order to increase their generality and potential value
    • The willingness to reject ideas and beliefs, however well established, that are based on false or doubtful premises, and to discover creative, verifiable alternatives with which to replace them
    • And, finally, the wish to share his enjoyment of the subject and, wherever possible, his sense of fun

    1. De¿ning the Domains
    Projects, Programs, and Portfolios
    Projects and Operations
    Understanding the Roles
    Commonalities
    Differences
    Compromise Terminology
    Desired Result
    Conclusion on Ps, O, and T
    Loose Ends
    Towards Total Program Management

    2. Understanding the Problem
    Synergy
    Business and Benefits Management: The Core Concepts
    Structure of the Benefits Realization Map
    Recap on the Benefits Realization Mapping Technique

    3. A Life Cycle for Program Management, Bene¿ts Management, and Business Analysis
    Current Life Cycles
    Modified Benefits Realization Life Cycle
    Close-Up on the Benefits Realization Life Cycle
    Integrating Business Analysis and Project Management
    Working with the Business Analyst
    Case Study: QERTS Merger

    4. Building an Integrated Business Model
    Business Case Development
    Contributions and Allocations
    Description of the Benefits Realization Map
    The Business Transformation Example
    Estimating the Contribution Fractions
    Applying the Concepts to the QERTS Example
    An Honest Business Case

    5. Calculating the Model
    Picturing the Contributions
    Understanding Allocations
    Selecting the Algorithm for Determining the Allocation Fractions
    Using the Contribution Values to Calculate the Allocation Fractions
    Using the Contribution Shares to Calculate the Allocation Fractions
    Calculating the Allocations
    Defining a Decision Criterion
    Proof that the Fourth Option Satisfies the Criterion

    6. Disbene¿ts and Essential Links
    Allowing for Disbenefits
    Essential Contributions
    Applying the Concept of Essential Links
    Creating an Essential Network
    Structured Approach for Removing Nodes
    Recalculating the Pruned Network

    7. Applying the BRM Approach to the QERTS Example
    Analyzing Outcomes and Options: The QERTS Example
    Revising the Program
    Alternative QERTS Example
    Including Disbenefits in the QERTS Example

    8. A Generalized Approach to Scheduling and Cash Flow
    Background
    New View
    The New Approach: Characterizing the Components
    Toward a Simplified Scheduling Model
    Extensions to Other Scheduling Methods
    Applying the VEST Approach to Programs
    Additional Definitions
    Applying the VEST to the QERTS Example
    Linking Cash-Flow to the Schedule

    9. Total Risk and Issue Management
    Background
    Overview
    Issues.
    Risks.
    The TRIM Process
    Generic versus Specific Risks

    10 Resource Capacity Planning
    The Challenge
    Simple Operations Resourcing Model
    Applying the New Model
    Implementing the Erlang-Based Approach
    Advantages of the Erlang-Based Approach
    Planning the Required Organizational Changes
    Organizational Change Program

    11. Procurement
    Background: Innovative Contractor Engagement and the London Underground Bank Station Capacity Upgrade
    Tendering Lifecycle

    ICE and the Benefits Realization Map (BRM)
    Modeling the Value of the Options
    The Next Step: Tracking the Work

    12. Implementation Tracking-Earned Bene¿t
    The Earned Benefit Approach
    The Component-Benefit Matrix
    Earned Value
    Further Development of the Earned Benefit Calculations
    Earned Value and Earned Benefit Case Study
    The Earned Benefit System
    Earned Value Abbreviations, Parameters, and Indicators
    Earned Benefit Abbreviations and Values
    Further Analysis of the Garden Services Case
    Revisiting Earned Benefit
    Applying Earned Benefit for Status Reviews
    Communicating the Information
    The Benefits of Earned Benefit
    Earned Benefit Parameter Tables

    13. Business Key Performance Indicators
    Setting Key Performance Indicators
    Operational KPIs
    Agreeing on the Questions
    Categories of KPIs
    Operational KPIs
    Model-Related KPIs
    Analyzing the KPIs
    Analyzing the Model
    Example Based on QERTS Model

    14. Stakeholder Analysis
    Stakeholder Interest and Power
    Mapping the Analysis onto the Model
    QERTS Example
    From Analysis to Communications

    15. Communication-Why, How, and What
    Understanding Hierarchies
    Addressing Data, Knowledge, Information, and Wisdom
    Effective Communications
    Information and Communications
    The Viable System Approach

    Finale. Bene¿t Mapping the Book
    Mapping the Book
    The Book's Strategic Benefits
    The Book's Initiatives
    The Book Review Model
    Analysis of the Book Review Model

    Appendix. Carrying Out the Calculations
    Acronyms
    Glossary
    Bibliography

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