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Preface xi
Acknowledgments xv
Spotting Project Fog 1
How the Fog Rolls In 3
The Fog Thickens 7
The Research Participants 9
Defining a New Starting Point 12
The Link Between Current Practices and "Better Practices" 16
The Importance of Being Strategic 19
Is Your Organization Aligned for Results? 19
Current Project Selection Methods 20
The Strategic Implications of Limited Resources 22
The Role of the Project Management Professional 26
Selecting the Most Strategic Projects 29
Understanding the Origins of Portfolio Theory 31
On-Strategy Project Management: The Fourth Dimension 33
The Final Word In the Real World of Practitioners 37
Navigating Through Foggy Strategy 39
Balanced Performance Measurement and Management 44
Building a Strategic Project Scoring Model 46
Benefits and Costs of Revising Your Current Methodology 52
Putting the Proposed Changes into Practice 54
Managing Project Risks, Returns and Resources to Maximize Benefits 59
Maximizing Your Project ManagementEfforts 59
Managing Project Risk 61
Internal Project Risk Assessment 62
Resource Management Approaches in PPM 67
Integrating PPM with Other Core Business Processes 69
Creating Small, Smart and Mighty PMOs to Steer the Way 73
Getting Off to a Good Start! 74
Defining or Re-Defining the Purpose of the PMO 77
Strategic PMO Processes 81
Key Success Factors 83
Supporting Strategic Project Selection 85
Improving the Project Submission Process 85
Establishing Standard Methodology (Ours or Yours) 88
Summary of Do's and Don'ts of an Effective PMO 90
The Role of the Board: Integrating Measurement and Accountability for Project Results 93
All Boards Are Not Created Equal 95
For Profit or Non-Profit Board: What's the Difference? 98
Elected or Appointed? 99
Board Committees 101
The Board as Project Sponsor 103
The Board as a Project Resource 104
The Board as Project Manager 105
Final Thoughts 110
Good Leadership in Foggy Conditions 113
Personal Leadership Style 115
Why Should You Care So Much? 115
A New Leadership Model 117
The Three C's for Project Management Professionals 120
The Three A's for Executives 127
The Forecast for Relationships 138
A Parting Reflection 140
Sweeping Away the Fog in the Private Sector 143
Clarifying Strategy and Reducing Non-Strategic Projects 144
Improving Project Selection Methods and Processes 148
Training as a Tool of Strategic Change 153
Integrating Resource Management into PPM 156
Summary of Results 159
Two Case Studies: Clearing up the Fog in the Public Sector 161
Case Study Candidate 1 162
Clarifying the Strategy 164
Consolidating Effort 167
Reinforcing What Works 170
Staying the Course 172
Interesting Data Points from Participants 173
Case Study Candidate 2 174
What Was Done Differently 175
Connecting Individual and Corporate Performance Management 180
Interesting Data Points from Participants 181
Continuous Improvements 183
Why PPM Really Works 186
Where to Go from Here? 189
Next Steps 190
Review of Relevant Research and Annotated Bibliography 193
Strategy References 194
Project Management References 198
Leadership and Change Management References 204
Finance and Portfolio Theory References 207
BSC and Performance Management References 210
Bibliography 214
Index 237
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