作者: 創(chuàng)造性 時間: 2025-3-21 23:09
What We Can Learn from Corporate Governancefocused on project governance. Theory development is equally immature with available standards (such as published by the PMI) being called ‘practice guides’, which is useful enough, although the theories grounding such practices are either ‘thin’ or simply non-existent.作者: 尖酸一點 時間: 2025-3-22 02:04 作者: Folklore 時間: 2025-3-22 08:01 作者: 饑荒 時間: 2025-3-22 11:28
Program Governance Frameworkand-alone projects, and set their business cases at the program level, then programs become the standard model for creating value and delivering change. It will also be the level at which organisations run most of their steering committees, and so it is the level at which most people carrying out a 作者: 我不怕犧牲 時間: 2025-3-22 15:43
Project Governance FrameworkThe majority of organisations run projects with a Project Sponsor and Steering Committees set up and operating. Even though such arrangements are common place, it is an unhappy fact that people taking on project governance roles are largely ignorant of the accountabilities and processes associated w作者: 我不怕犧牲 時間: 2025-3-22 17:08
Implementing Enterprise Portfolio ServicesOffice has been supporting projects for over 70?years (at least) with project offices being part of very large defence projects in UK, Europe and the US following World War 2. Their role was to support planning, resource management, project logistics, undertake quality management and reporting and t作者: Initial 時間: 2025-3-22 23:18
Book 2018ribes a number of important frameworks and models, designed not just for their practical application, but also to be easily comprehended by senior executives not comfortable with traditional ‘project speak’..作者: 手勢 時間: 2025-3-23 03:51
Implementing Enterprise Portfolio Services termed the Corporate or Enterprise PMO (‘EPMO’). We are now seeing the emergence of a group which has oversight of portfolios, and with that changing role comes a new name, the Enterprise Portfolio Services group (with the ‘office’ label being dropped).作者: Sciatica 時間: 2025-3-23 07:27 作者: Thyroxine 時間: 2025-3-23 13:16 作者: 占卜者 時間: 2025-3-23 16:36 作者: 擔心 時間: 2025-3-23 18:22
Governance and Organisation Project Maturityce with diagrams that are way too complex and defy comprehension, and understand the capability of the organisation and how far they are prepared to move to achieve well understood outcomes. It also had me thinking about what ‘maturity’ means for an organisation.作者: LARK 時間: 2025-3-24 01:42
Book 2018rojects (‘3P’) governance brings about highly engaged, knowledgeable, and effective governance practices, which in turn substantially improves business case success..The book addresses all three layers of portfolio, program, and project within an integrated governance framework, and it answers the f作者: 放肆的你 時間: 2025-3-24 04:36
2192-8096 nguage of corporate governance, making 3P governance more co.This book argues that the appropriate application of the principles and practices of corporate governance to organisational portfolio, program, and projects (‘3P’) governance brings about highly engaged, knowledgeable, and effective govern作者: 案發(fā)地點 時間: 2025-3-24 10:09 作者: 瑪瑙 時間: 2025-3-24 11:27 作者: MIRE 時間: 2025-3-24 18:12
Alhussein Albarbar,Canras BatunluChap. . corporate governance was analysed to see what lessons can be gathered which are pertinent to portfolio, program and project (3P) governance. In this chapter we will look in detail at what good governance practice looks like, and the implications for portfolio success.作者: Cacophonous 時間: 2025-3-24 19:21
R. D. Redin,T. Ashworth,C. Y. Hsiungrise Portfolio governance applies equally to Divisional Portfolio governance. In theory at least, portfolios contain all the programs and projects running within the division, and no program or project a division executes sits outside a portfolio.作者: dragon 時間: 2025-3-25 03:05 作者: 艦旗 時間: 2025-3-25 05:04 作者: Hla461 時間: 2025-3-25 10:38
Hafiz Muhammad Ali,Furqan Jamil,Hamza BabarOffice has been supporting projects for over 70?years (at least) with project offices being part of very large defence projects in UK, Europe and the US following World War 2. Their role was to support planning, resource management, project logistics, undertake quality management and reporting and t作者: 跳脫衣舞的人 時間: 2025-3-25 12:32
978-981-13-4010-9Springer Nature Singapore Pte Ltd. 2018作者: Glucocorticoids 時間: 2025-3-25 18:35 作者: 有發(fā)明天才 時間: 2025-3-25 22:15
,How to Overcome the “Just a Bitch” Label,“The problem”, said the CFO of a large financial services organisation, “is that we’re spending a billion dollars a year on projects and I don’t know if we’re getting value for money”. This was something I had heard many times before. He continued, “and I’m not even sure we’re spending it on the right projects”.作者: 有惡臭 時間: 2025-3-26 00:55 作者: galley 時間: 2025-3-26 06:57
https://doi.org/10.1007/978-981-19-2723-2The principal reason organisations run portfolios is to better manage strategy formulation and realisation, so as to optimise value creation and capture. Critically, an organisation’s ability to both survive and thrive is through value creation which is fundamentally dependent on innovation.作者: Crayon 時間: 2025-3-26 09:02
Outdoor Education and Thermal ComfortA very useful way to view and understand portfolios, programs and projects (3P) and the difference between governance and management is through a multi-dimensional model termed the ‘3P Cube’.作者: Aggressive 時間: 2025-3-26 13:57 作者: 針葉類的樹 時間: 2025-3-26 19:57
https://doi.org/10.1007/978-3-030-63064-5I opened my book with a conversation I was having with a CFO of a major Australian bank. I asked him then if he knew what his project success rates were:作者: 中和 時間: 2025-3-26 21:45
Industrial Storage ApplicationsThis section looks at the results of research and analysis in arriving at a model used to both define and measure project success.作者: AMBI 時間: 2025-3-27 03:55 作者: 邊緣 時間: 2025-3-27 05:49
Portfolios and GovernanceIn Chap. . I discussed why the current project model is broken, and that the over-emphasis on projects and project management is not helping deliver great outcomes for organisations. In this chapter we’ll look at portfolios and governance and, portfolio governance, with a focus on the its importance and role in assuring investment success.作者: Conduit 時間: 2025-3-27 11:04
Portfolios, Innovation and Value CreationThe principal reason organisations run portfolios is to better manage strategy formulation and realisation, so as to optimise value creation and capture. Critically, an organisation’s ability to both survive and thrive is through value creation which is fundamentally dependent on innovation.作者: Consequence 時間: 2025-3-27 15:41 作者: 畢業(yè)典禮 時間: 2025-3-27 18:11
Enterprise Portfolio Governance FrameworkThe Enterprise Portfolio contains all the initiatives an organisation needs to run to achieve its strategic and business goals. As we have already seen portfolios contain programs and projects, and no program or project an organisation executes should sit outside a portfolio.作者: 抗體 時間: 2025-3-28 00:27
Designing a Governance Improvement ProgramI opened my book with a conversation I was having with a CFO of a major Australian bank. I asked him then if he knew what his project success rates were:作者: calamity 時間: 2025-3-28 04:55 作者: Curmudgeon 時間: 2025-3-28 09:06 作者: 小淡水魚 時間: 2025-3-28 14:18 作者: KEGEL 時間: 2025-3-28 16:15 作者: Mercantile 時間: 2025-3-28 22:39
The Phonon-Dislocation Interactionand-alone projects, and set their business cases at the program level, then programs become the standard model for creating value and delivering change. It will also be the level at which organisations run most of their steering committees, and so it is the level at which most people carrying out a governance role will gather.作者: 直言不諱 時間: 2025-3-29 02:07
James N. Sweet,Marvin Moss,Carlton E. SissonThe majority of organisations run projects with a Project Sponsor and Steering Committees set up and operating. Even though such arrangements are common place, it is an unhappy fact that people taking on project governance roles are largely ignorant of the accountabilities and processes associated with such roles.作者: 和平 時間: 2025-3-29 06:15 作者: misanthrope 時間: 2025-3-29 08:16
Governance BehavioursChap. . corporate governance was analysed to see what lessons can be gathered which are pertinent to portfolio, program and project (3P) governance. In this chapter we will look in detail at what good governance practice looks like, and the implications for portfolio success.作者: 現(xiàn)暈光 時間: 2025-3-29 13:35 作者: 獨行者 時間: 2025-3-29 19:18
Program Governance Frameworkand-alone projects, and set their business cases at the program level, then programs become the standard model for creating value and delivering change. It will also be the level at which organisations run most of their steering committees, and so it is the level at which most people carrying out a governance role will gather.作者: 宇宙你 時間: 2025-3-29 23:38 作者: 山間窄路 時間: 2025-3-30 02:18 作者: Thyroid-Gland 時間: 2025-3-30 07:43
Michael KnappDispels many misunderstandings regarding 3P governance by clearly articulating the differences between governance and management.Uses the language of corporate governance, making 3P governance more co作者: 按時間順序 時間: 2025-3-30 09:30 作者: Panther 時間: 2025-3-30 14:31
Einleitung: Vom Dilemma der Epochenbegriffe,tehen wir die Literatur seit etwa 1770, d.h. die Literatur, die uns vertraut ist, keiner aufwendigen Kommentierung zu ihrem Verst?ndnis bedarf, noch gelesen wird und ins Repertoire unserer Theater geh?rt. Wir werden ausführlich begründen, weshalb die Literatur seit Ausgang des 18. Jahrhunderts insge
