Strategic Planning for a Project Office

2003 ◽  
Vol 34 (2) ◽  
pp. 13-25 ◽  
Author(s):  
Harold Kerzner
Keyword(s):  
Project Management ◽  
Intellectual Property ◽  
Strategic Planning ◽  
Portfolio Management ◽  
Planning Process ◽  
Strategic Planning Process

Within the last several years, companies have come to realize that the knowledge collected on project management is intellectual property and must be treated as such. The project office concept seems to be the preferred method by companies for the collection, distribution, and updating of the intellectual property. Because this intellectual property can affect all aspects of the business, the project office has been assigned additional responsibilities such as portfolio management and an input into the strategic planning process. The project office also may have the responsibility for benchmarking, administration of tools, and compliance to the project management methodology.

Measuring Price and Quality Competition

1985 ◽  
Vol 49 (2) ◽  
pp. 106-117 ◽  
Author(s):  
David J. Curry
Keyword(s):  
Strategic Planning ◽  
Portfolio Management ◽  
Planning Process ◽  
Comparative Judgment ◽  
Quality Competition ◽  
Strategic Planning Process ◽  
The Law

Portfolio management requires precise measures of price and quality competition across relevant lines. A methodology is proposed that uses the Law of Comparative Judgment to transform ordinal comparisons between firms into reliable price and quality scales. Results are presented for five broadline manufacturers and fifteen subsidiaries competing in eight product classes in major appliances. The scale values and subsequent interpretations are substantiated by two major trade studies commissioned by the appliance industry. Implications for integrating quality considerations into the strategic planning process are discussed.

scholarly journals Serious Gaming for the Strategic Planning Process

2014 ◽  
Author(s):  
Adina Aldea ◽  
Maria-Eugenia Iacob ◽  
Jos van Hillegersberg ◽  
Dick Quartel ◽  
Henry Franken
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Serious Gaming ◽  
Strategic Planning Process

scholarly journals A Project Portfolio Management model adapted to non-profit organizations

2016 ◽  
Vol 3 ◽  
pp. 5120 ◽  
Author(s):  
Fabrício Martins Lacerda ◽  
Cristina Dai Prá Martens ◽  
Henrique M R De Freitas
Keyword(s):  
Project Management ◽  
Strategic Planning ◽  
Portfolio Management ◽  
Management Model ◽  
Project Portfolio ◽  
Natural Consequence ◽  
Project Portfolio Management ◽  
Planning Techniques ◽  
Non Profit ◽  
Non Profit Organizations

As they strive towards greater professionalism in carrying out their activities, non-profit organizations (NPOs) have begun paying attention to project management. The non-profit sector (NPS) has also begun to adopt strategic planning techniques, thus making the acceptance of project portfolio management (PPM) methodology a natural consequence. This article aims to propose a project portfolio management model adapted to the context of NPOs.

scholarly journals University Community Engagement and the Strategic Planning Process

2018 ◽  
Vol 13 (1) ◽  
pp. 4-17 ◽  
Author(s):  
Laura Newton Miller
Keyword(s):  
Strategic Planning ◽  
Qualitative Methods ◽  
Quantitative Methods ◽  
Planning Process ◽  
Strategic Plan ◽  
User Experience Design ◽  
Strategic Planning Process ◽  
Research Libraries ◽  
The University ◽  
University Community

Objectives- To understand how university libraries are engaging with the university community (students, faculty, campus partners, administration) when working through the strategic planning process. Methods- Literature review and exploratory open-ended survey to members of CAUL (Council of Australian University Librarians), CARL (Canadian Association of Research Libraries), CONZUL (Council of New Zealand University Librarians), and RLUK (Research Libraries UK) who are most directly involved in the strategic planning process at their library. Results- Out of a potential 113 participants from 4 countries, 31 people replied to the survey in total (27%). Libraries most often mentioned the use of regularly-scheduled surveys to inform their strategic planning which helps to truncate the process for some respondents, as opposed to conducting user feedback specifically for the strategic plan process. Other quantitative methods include customer intelligence and library-produced data. Qualitative methods include the use of focus groups, interviews, and user experience/design techniques to help inform the strategic plan. The focus of questions to users tended to fall towards user-focused (with or without library lens), library-focused, trends & vision, and feedback on plan. Conclusions- Combining both quantitative and qualitative methods can help give a fuller picture for librarians working on a strategic plan. Having the university community join the conversation in how the library moves forward is an important but difficult endeavour. Regardless, the university library needs to be adaptive to the rapidly changing environment around it. Having a sense of how other libraries engage with the university community benefits others who are tasked with strategic planning

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