Index – Projects, Programs, and Portfolios in Strategic Organizational Transformation

Adjustments, 2, 69

Ambiguity, 52–53, 69–70, 78, 79, 90

Authority, 87

Benefit management, 85, 92

Benefit Maps, 84

Clients, 49–50

Closing process, 42

Communication management, 34, 86, 103–104

Complexity identification, 68–69

Complexity level, 123

Complex project management, 15–16, 43, 48–49, 57, 118–120

conducting, 58

identification, 58–60

integration, 122–123

limitations and challenges, 68–70

motivation, 49–52

structural complexities, 60–62

technical complexities, 62–65

temporal complexity, 65–68

Complex projects, 52–53

directional complexity, 55

project management, 55–57

structural complexity, 53

technical complexity, 54

temporal complexity, 54–55

Consistency governance, 91

Control

project portfolio management, 104

structurally complex projects, 62

technically complex projects, 64

temporally complex projects, 67

Coordination, 100

Corporate Executive Board (CEB), 5, 8

Cost management, 29, 84–85

Decision-making process, 89–91

Decision management, 82–83

Dependency Networks, 84

De Wit, B., 91

Direct cost, 32

Directing process, 41–42

Directional complexity, 55

Dissolution, 94

Elephant business, 44

Emergent programs, 88–89

Enhancement of strategic transformation capabilities, 125, 126

Enterprise system (ES), 74–76, 80–81

Environmental change, 3–4

Feedback, 17, 43, 110, 112, 121–123

Flea business, 44

Flexibility, 9, 22, 23, 56, 62, 79, 81, 88, 103

Formulation and adjustment, 125, 126

Franken, A., 125, 126

Goal ambiguity, 69–70

Goals, 12, 15, 23, 24, 34, 38, 53, 55, 69, 74–76, 80, 85, 88, 111, 118

Governance, 42, 90–91

Handy, C., 44

Implementation

governance, 91

project portfolio management, 108–110

of strategic transformation, 125, 126

Incremental transformation, 3–5

Initiation process, 38–40

Integrated management to decision management, 82–83

Integration process, 38, 82–83, 122

Interaction

project portfolio management, 103–104

structurally complex projects, 61

technically complex projects, 63–64

temporally complex projects, 66–67

International Project Management Association, 25

Internet of Things, 7

Iron triangle, 26, 27

Kast, F. E., 13

Knowledge and analytics, 8

Kotter, J. P., 13

Lewin, Kurt, 11–12

Life cycle, project, 36–37, 39–40, 92–94

Managing Successful Programs, 74

Marketing management, communication management to, 86

Maylor, H., 82

Meyer, R., 91

Mitigation techniques, 35

Monitoring process, 42–43

Net present value, 113

Operational activities, 28

Organizational structure, 6–7

Organizational transformation. See Strategic organizational transformation

Orientation

project portfolio management, 104–105

structurally complex projects, 62

technically complex projects, 65

temporally complex projects, 68

Pace management, 84

Partner relations and value chain management, 87–88

Planning process, 40–41

Portfolio managers, 105–106, 113

Portfolio team, 109, 122

Potential value, 78–79

Priority management, 84

Process integration, 38, 82–83, 122

Product strategy, 7

Program

budgets, 85

defined, 74–77

governance, 91

managers, 83

projects and, 101–102

stakeholders, 78

Program management, 118–120

communication management to marketing management, 86

cost management to overall resource management, 84–85

decision-making process, 90–91

enterprise system, 74–76, 80–81

factor of, 89–92

integrated management to decision management, 82–83

integration, 122–123

life cycle, 92–94

limitations and challenges, 94–95

opportunity to integrate strategy, 77–78

partner relations and value chain management, 87–88

potential value and benefits, 78–79

principles, 89–90

project management to, 81–88

quality management to benefit management, 85

risk management to uncertainty management, 86–87

scope management to stakeholder value management, 83–84

stakeholder management, 85–86

time management to pace management, 84

vision-led and emergent programs, 88–89

Project

activities, 28

approaches, 50–52

collections, 78

communication management, 34

complexity, identification of, 68–69

construction, 23, 29

cost management, 32–33

defined, 21–22

goal, 69–70

life cycle, 36–37, 39–40, 92–94

research, 24

types, 22–23

Project management

approaches, 118–123

boundary, 27–28

complex projects, 55–57

defined, 24–28

elements of, 31–36

iron triangle of, 26–27

limitation, 43–44

motives, 28–31

process, 36–43

to program management, 81–88

strategic organizational transformation, 14–17

Project Management Institute (PMI), 25

Project manager, 25–26, 34–35,
40, 56

Project portfolio

charter, 100

defined, 98

Project portfolio management, 118, 120

building, 99

elements of, 102–106

framework for, 106–108

implementation of, 108–110

integration, 122–123

limitations and challenges, 112–113

motivation for, 99–101

outcomes for, 100–101

plan, 100–101

prioritization and optimization, 108

projects and programs, 101–102

success, 99–101, 111–112

Project procurement management, 35

Project quality management, 33

Project resource management, 33–34

Project risk management, 34–35

Project stakeholder management, 36

Project success, 55

Project time management, 31–32

Quality assurance, 30, 33

Quality control, 30, 33

Quality management, 33, 85

Quality planning, 33

Quality practices, 40

Resource management, 33–34, 84–85

Return on investment (ROI), 113

Revolutionary transformation, 3–5

Risk management, 34–35, 86–87

Rosenzweig, J. E., 13

Satisfaction levels, 63

Scheduling, 31

Schein, E. H., 13

Scope management to stakeholder value management, 83–84

Soft project, 15

Solution choices, 50–52

Stakeholder management, 36, 83–86, 91–92

Strategic organizational transformation, 2–5

development and implementation, 16–17

failure, 8–11

foundations, 123–124

guidelines, 11–14

implementations, 126–127

project management, 14–17

success, 8–11, 123–126

variety, 6–8

Strategy implementation, 14, 16

Structural complexity, 53

Structural governance, 91

Structurally complex projects, 60–62

Systemic project management, 30

Technically complex projects, 54, 62–65

Technology, 6, 7, 54

Temporally complex projects, 54–55, 65–68

Thiry, M., 82

Three-point estimation, 113

Time management, 10, 29–32, 84

Traditional project management,
15, 43–44, 66, 78,
99–102, 118–120,
122–123, 127

Transformations, 76, 121

See also Strategic organizational transformation

Two-point estimation, 113

Uncertainty management, 12, 15, 18, 43, 44, 49, 50, 52–53, 74, 78, 79, 86–87, 90

Value chain management, 87–88

Value management, 83

Vision-led programs, 88–89

Work breakdown structure, 31

Work package, 31–32