Realizing Strategy through Projects: The Executive's Guide

Executives should not necessarily know the intricacies of project management, but they should know how project management, as a discipline, can benefit the organization in implementing its strategies and realizing its vision. The only way that executives can effectively apply project management to realize these goals is to have sound knowledge of the project management discipline. The purpose of this book is to provide executives with a comprehensive overview of the discipline of project management. It focuses on the benefits of project management to an organization. The goal is to provide executives with a view as to how project management can deliver organizational strategies. The various chapters focus on specific aspects within the project management discipline and how each aspect should be managed from a business perspective.The book covers the entire spectrum of project management from a management and leadership perspective. The focus is not necessarily on what needs to be done from a project management perspective, but on what organizations and senior executives can do to facilitate projects. The book covers:The value of project management Project management as a strategic enablerProject, program, and portfolio managementThe role of the project management office in the successful delivery of projects, programs, and portfoliosThe benefits of project deliverables bring Sustainability of the organizationGovernance and the role of the project sponsor. The book concludes with a comprehensive portfolio, program, and project management framework. This holistic framework enables organizations to achieve value from project management and realize strategic goals.

1. Introduction2. Value of Project Management2.1. Value Components2.2. Project Success Rates2.3. The Executive’s Role in Realising Value from Project Management3. Strategic Alignment of Programmes and Projects3.1. Strategic Alignment of Programmes and Projects3.2. Aligning Projects with the Organisational Vision3.3. The Executive’s Role in the Strategic Alignment of Programmes and Projects4. Portfolio Management4.1. Defining Portfolio Management4.2. Overview of Portfolio Management Standards4.3. Portfolio Management Process4.4. Portfolio Management Success4.5. The Role of the Portfolio Manager4.6. The Executive’s Role in Portfolio Management5. Programme Management5.1. Defining Programme Management5.2. Programme Management Framework5.3. Overview of Programme Management Standards5.4. The Role of the Programme Manager5.5. Programme Management Success5.6. The Executive’s Role in Programme Management6. Project Management6.1. Defining Project Management6.2. Overview of Project Management Standards6.3. Methodologies6.4. Talent Management6.5. Project Management Maturity6.6. Project Success6.7. The Executive’s Role in Project Management7. Project Management Offices7.1. Portfolio Management Offices7.2. The Role of the PMO7.3. PMO Maturity Stages7.4. Metrics. for the PMO7.5. PMO Challenges7.6. The Executive’s Role in the Project Management Office of the PMO8. Benefits Realisation Management8.1. Defining Benefits Realisation Management8.2. The Benefits Realisation Management Process8.3. Roles and Responsibilities within BRM8.4. Challenges Facing Benefits Realisation Management8.5. Profile of a Benefit8.6. Benefits Dependency Network (BDN)8.7. Benefits Realisation Management Maturity8.8. The Executive’s Role in Realising Benefits9. Sustainability in Project Management9.1. Defining Sustainability9.2. Sustainability in Project Management9.3. Sustainability in Project Management Competencies9.4. Maturity Model for Sustainability in Project Management9.5. Project Management Sustainability Model9.6. The Executive’s Role in Sustainability ProjectManagement10. Project Governance and Auditing10.1. Corporate and Project Governance10.2. Defining Project Governance10.3. Project Governance and Project Success10.4. Project Governance—Roles and Responsibilities10.5. Project Governance Framework10.6. Contextualising Project Governance10.7. Project Auditing10.8. The Executive’s Role in Project Governance11. Executive Sponsor11.1. Defining the Executive Sponsor11.2. Characteristics of the Executive Sponsor11.3. Role of the Executive Sponsor11.4. Project Success and the Executive Sponsor11.5. Challenges Facing the Executive Sponsor11.6. Empowering the Executive Sponsor12. Comprehensive Overview of Project Management12.1. Comprehensive 3PM Framework12.2. Symbiotic Relationships12.3. Chief Project Officer

Prof. Carl Marnewick’s academic career started in 2007, when he joined the University of Johannesburg. He traded his professional career as a senior Information Technology (IT) project manager for that of an academic career. The career change provided him the opportunity to emerge himself in the question why IT/IS-related projects are not always successful and do not provide the intended benefits that were originally anticipated. This is currently a problem internationally as valuable resources are wasted on projects and programs that do not add value to the strategic objectives of the organization. It is an international problem where there is a gap between theory and practice and he is in the ideal position to address this problem. The focus of his research is the overarching topic and special interest of the strategic alignment of projects to the vision of the organizations.