Download Benefits Realization Management: Strategic Value from by Carlos Eduardo Martins Serra PDF

By Carlos Eduardo Martins Serra

Merits consciousness administration (BRM) is a key a part of governance, since it helps the strategic production of worth and offers the proper point of prioritization and govt aid to the right kind projects. as a result of its relevance to the governance strategy, BRM has a powerful impression over venture good fortune and is a hyperlink among strategic making plans and method execution.

This booklet courses portfolio, application, and undertaking managers in the course of the technique of merits attention administration to allow them to maximize enterprise price. It discusses why and the way courses and tasks are anticipated to let price construction, and it explains the function of BRM in price construction. The booklet offers a versatile framework for:

Translating company process drivers into anticipated advantages and explains the next composition of a application and venture portfolio which could observe anticipated benefits
Planning the advantages recognition anticipated from courses and tasks after which making it happen
Keeping courses and initiatives on track
Reviewing and comparing the advantages completed or anticipated opposed to the unique baselines and the present expectations.
To aid undertaking, software, and portfolio managers on their BRM trip, in addition to to aid enterprise managers in executing company ideas, the e-book identifies key organizational obligations and roles inquisitive about BRM practices, and it presents an easy reference that may be mapped opposed to any organizational constitution. an in depth and complete case research illustrates every one part of the BRM framework because it hyperlinks company technique to undertaking paintings, merits, and enterprise price. each one bankruptcy ends with a sequence questions that supply a BRM self-assessment. The e-book concludes with a suite of templates and particular directions to make sure profitable deployment of BRM.

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Benefits Realization Management: Strategic Value from Portfolios, Programs, and Projects

Merits attention administration (BRM) is a key a part of governance, since it helps the strategic production of price and offers the proper point of prioritization and govt aid to the right kind projects. due to its relevance to the governance technique, BRM has a robust effect over undertaking luck and is a hyperlink among strategic making plans and method execution.

Additional info for Benefits Realization Management: Strategic Value from Portfolios, Programs, and Projects

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Why are they relevant for other management practices? 3. What is the Balanced Scorecard? Why is it relevant for other practices? 4. What is project management? 5. What is project portfolio management? Strategy Execution Downloaded by [Ryerson University] at 18:30 14 October 2016 6. 7. 8. 9. 37 What is program management? What is strategy execution? What is business strategy? What is the difference between project management strategy and project strategy? Downloaded by [Ryerson University] at 18:30 14 October 2016 Chapter 3 Project Success and Creation of Value to the Business This chapter reviews the literature, identifying ways to describe project success as well as discussing the different dimensions of success.

7. 8. 9. 37 What is program management? What is strategy execution? What is business strategy? What is the difference between project management strategy and project strategy? Downloaded by [Ryerson University] at 18:30 14 October 2016 Chapter 3 Project Success and Creation of Value to the Business This chapter reviews the literature, identifying ways to describe project success as well as discussing the different dimensions of success. It highlights the relevance and complexity of achieving success from a strategic perspective.

The last but not least important group is focused on managing the ongoing portfolio of initiatives, which has practices such as keeping the portfolio balanced and prioritized (APM 2012; Jenner 2010; Levine 2005; Meredith and Mantel 2014; OGC 2011a; PMI® 2013c), monitoring and controlling the portfolio (APM 2012; Jenner 2010; Levine 2005; OGC 2011a; PMI® 2013c), managing changes (APM 2012; Levine 2005; Meredith and Mantel 2014; PMI® 2013c), managing risks (Levine 2005; OGC 2011a; PMI® 2013c), managing resource allocation (Jenner 2010; Meredith and Mantel 2014; OGC 2011a), managing stakeholders (OGC 2011a) and managing expenditures and revenue (Levine 2005; OGC 2011a).

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