Improving Business Performance
A Project Portfolio Management Approach
Best Practices in Portfolio, Program, and Project Management Series

No organization is impervious to change. Rather, the survival and growth of an organization is dependent on how well it copes with change. Successful change initiatives consist of the integrated eco-system of its portfolio, programs, and projects. These change initiatives become the delivery mechanisms for implementing the strategy of an organization.
Improving Business Performance: A Project Portfolio Management Approach clarifies how the proper application of portfolio, program, and project management concepts can help commercial and non-profit organizations achieve their strategic objectives. Most organizations have been good at devising strategy, but falter during its implementation. Executing strategy well to deliver superior business performance remains a key challenge, which is addressed as the core theme of this book.

The book portrays a top-down orientation as well as a bottom-up integration of change initiatives to facilitate alignment to strategy and accommodate mid-course changes. It takes into account existing global best management practices to bring forth an approach that is customizable and useful to organizations in any industry.

Describing why portfolio management lies at the apex of change initiative management, the book explains how to design and fine-tune portfolios so they are in alignment with your organization?s overall strategy and business needs. After reading this book, you will understand:

• How to design the project portfolio structure for your organization
• How to integrate programs and projects within the portfolio more effectively
• How to better manage interactions across diverse change initiatives
• How to maintain focus while managing change to realize benefits

The book presents a case study that illustrates the application of project portfolio concepts in practical scenarios. It includes chapters dedicated to transition management, change management, benefits management, and the Enterprise Project Management Office. It also includes templates you can immediately put to use in your own portfolios, programs, and projects.

Context for Change. It All Commences with Strategy! Project Portfolio Management. The Core of Program Management—Benefits Management. Project Management—Delivery Enabler for Change. Change Initiative Integration into Operations—Transition Management. Change Management and Stakeholder Engagement. Benefits Management—Link between Portfolio and Program Management. Setting Up and Running an Enterprise Project Management Office (EPMO). An Integrated Case Study—Application of Project Portfolio Management. Appendix: Structure of Major Portfolio, Program, and Project Artifacts.

Ramani S has over 25 years of experience in the technology and management consulting industry, spanning project, program, and portfolio management; management consulting (with PwC Consulting); Information Technology strategy/portfolio development; and client relationship management. He has successfully managed many large projects/ programs relating to ERP implementations, business-systems integration, and IT strategy development. Prior to consulting for PwC, Ramani managed technology and application services for numerous clients, including non-profit organizations. He has also handled portfolio, program, and project management workshops for large transnational clients in multiple countries.

Ramani currently manages his own company, GRT Consulting LLP, which specializes in project, program, and portfolio management related consulting and training. Ramani is among the very few global professionals who are accredited in project, program, and portfolio management certifications, from both PMI and from AXELOS frameworks.