Strategic Project Portfolio Management: Enabling a Productive Organization


Strategic Project Portfolio Management

Enabling A Productive Organization

Simon Moore

Praise for Strategic Project Portfolio Management

"Project management has been around for years as a bottom-up process but Simon now brings the concept to the executive suite. Strategic Project Portfolio Management shows senior management how to shift to a return-on-investment driven ...

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Strategic Project Portfolio Management

Enabling A Productive Organization

Simon Moore

Praise for Strategic Project Portfolio Management

"Project management has been around for years as a bottom-up process but Simon now brings the concept to the executive suite. Strategic Project Portfolio Management shows senior management how to shift to a return-on-investment driven organization. Simon's experience meeting executives while at Microsoft makes him the ideal person to bring project portfolio management to management."
—Chris Vandersluis, President, HMS Software

"Innovation and constant improvement are essential for every organization in our fiercely competitive world, making both project selection and project execution strategic capabilities.?Simon Moore shows us how project portfolio management forms a holistic business process that informs executive decisions and motivates project teams."
—Eric Verzuh, author, The Fast Forward MBA in Project Management, Third Edition

"Simon Moore has laid out a complete overview of the world of project portfolio management. Excellent reading for those who are looking for insight into how businesses can benefit from this continuously evolving discipline."
—Rudi van den Berg, Partner Manager, Pcubed

"A great top-down book on the top of the mind issues that face project-driven organizations today. Sharp and precisely written as a hub of knowledge and hands-on practice manual for teams implementing or improving best practices for strategic project portfolio management. When you are in for the deep dive, you find the references for further reading."
—Magnus Holmlid, Senior Advisor Enterprise Project Management, Camako, Sweden

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Product Details

  • ISBN-13: 9780470481950
  • Publisher: Wiley
  • Publication date: 11/2/2009
  • Series: Microsoft Executive Leadership Series , #16
  • Edition number: 1
  • Pages: 176
  • Product dimensions: 6.20 (w) x 9.10 (h) x 0.80 (d)

Meet the Author

Simon Moore is the Product Planner for Microsoft's Enterprise Project Management solution and has engaged with project and portfolio executives from Brazil to Japan to define the most effective strategies to completing projects on time, on budget, and within scope. He has worked for Anheuser-Busch on new product development, financial portfolio analysis at Putnam Investments, and regulation and compliance at the Bank of England. He has served as a strategic consultant to firms in the technology, retail, and financial industries. He has written for the UK's Guardian newspaper and is a member of the Project Management Institute. He has a BA (Hons.) from Oxford University and a Master of Business Administration from the Kellogg School of Management. He also studied at Chulalongkorn University in Asia and holds the Chartered Financial Analyst designation. Simon was born in the UK and currently lives in Seattle, USA.

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Table of Contents




Chapter 1 Obtaining The Best Ideas.

Chapter 2 Selecting Impactful Projects.

Chapter 3 The Importance Of Planning.

Chapter 4 Improving Cost Performance.

Chapter 5 Ten Things To Do.

Chapter 6 Best Practices.

Chapter 7 Ten Things To Avoid.

Chapter 8 Communications.

Chapter 9 Organizational Bottlenecks.

Chapter 10 People, The Key Element.

Chapter 11 Towards Adaptive Project Management.

Chapter 12 The Future of Strategic Portfolio Management.




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Sort by: Showing 1 Customer Reviews
  • Posted March 15, 2011

    Good case for making PMO and PMLC solutions feasible based on various business factors

    The author makes an excellent case for implementing PMO and PMLO solutions that are match the culture, existing skill sets, existing technologies, and company strategies. It should be a must read for those PMO directors and Project Managers who think the project process is the deliverable when in fact it is the project benefit that is the deliverable.

    The book was weak in a few spots, when the author seemed to be writing a text book, and was too abstract in a few cases from the reality of business decision making. For example, no mention was made that sometimes an executive wants to do a project, has the power to do it, and the process is used to create a rationale.

    Regardless of this small weakness, the book was very practical and spot on, in my experience, in nearly every case.

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