Actionable Strategies Through Integrated Performance, Process, Project, and Risk Management

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Artech House, 2008 - Business & Economics - 261 pages
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Strategic management of an organization's activities can be quite complex. Combine this with the overwhelming speed in which golbal markets are changing and sustainable competitive advantage can seem insurmountable. This unique resource presents a new look at how the puzzle pieces of corporate dynamics management can fit together to ensure strategic designs are actionable.
 

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Contents

Strategic Activity Management
1
In High Seas
3
Visibility Management
7
Execution Management
9
Activity Management Silos
11
An Integrated Model
12
Performance
15
Project Portfolio
16
Key Performance Indicators
118
Extended EPM
122
References
123
Process Management
125
Strategic Activity Processes
128
RiskBased Processes
131
PerformanceBased Processes
133
Project PortfolioBased Processes
134

Process
18
Strategic Valueadds
20
Systems versus Culture
21
Support versus Control
24
Summary
26
References
27
Maturity
29
Corporate Maturity
30
The Pyramid of Organizational Development
32
A Business Maturity Model
37
PePPR Maturity
39
Model Dimensions
40
Capability Maturity Models
42
Execution Maturity Model
46
PePPR and Corporate Maturity
50
Accountability
51
The Virtual Strategic Management Office
52
Summary
54
References
55
Strategy
59
What Is Strategy?
60
From Goals to Action
61
Strategic Planning
63
Planning Maturity
64
Planning for Control
70
Planning for Execution
72
Planning Methodologies
78
Strategic Analysis
84
Classic Analysis
85
Modern Analysis
87
PePPR Analysis
92
Summary
93
References
94
Performance Management
97
Performance Measurement Frameworks
99
Balance
100
Processes
103
Stakeholders
106
Automated Enterprise Performance Management
109
Data Warehouses
110
Latency
111
RealTime Performance Tracking
112
EPM and Processes
114
Enterprise Performance Management Control
116
Process Frameworks
136
Kaizen and Six Sigma
137
Global Supply Chain Forum and Supply Chain Operations References
141
Information Technology Infrastructure Library and Control Objectives for Information and Related TechnologyVal IT
145
Enterprise Architectures
149
Summary
151
Project Portfolio Management
155
Strategic Alignment
158
Balance
160
The Project Pipeline
161
Portfolio Control
162
PortfolioLevel Project Support
166
The Complete Project Pipeline
171
PePPR PPM
173
ProcessBased PPM
174
RiskBased PPM
175
PerformanceBased PPM
176
Standards and Frameworks
177
OPM3
178
Summary
179
References
180
Risk Management
183
An Enterprise Risk Management Methodology
186
Risk Strategy
187
Risk Identification
189
Risk Assessment
194
Risk Mitigation
196
Applied Enterprise Risk Management
201
Business Continuity Risk
209
Risk and Performance Management
214
Summary
215
References
216
Integrated Execution
219
An Integrated View
223
PePPR Management Offices
227
Siloed PePPR Management Offices
229
The Integrated PePPR MO
238
Organizational Considerations
241
Summary
244
References
245
List of Acronyms
247
About the Author
251
Index
253
Copyright

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About the author (2008)

Stephen S. Bonham is president of TrueCourse Solutions, Inc. in Denver, CO. A Project Management Professional affiliated with PMI (Project Management Institute), Mr. Bonham holds an M.E. in Computer Science from the University of Colorado and an M.B.A. from the University of Denver.

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