IS Project and Portfolio Management

2011 ◽  
pp. 476-496
Author(s):  
Brian Cameron
Keyword(s):  
Resource Allocation ◽  
Project Management ◽  
Strategic Management ◽  
Portfolio Management ◽  
Business Strategy ◽  
Corporate Strategy ◽  
Instructional Systems ◽  
Project Portfolios ◽  
Corporate Business ◽  
Solid Bridge

Instructional Systems Portfolio Management (ISPM) is a topic of intense interest in the strategic management of Instructional Systems (IS). In ISPM, IS synchronization with corporate business strategy is operationalized by the application of the principles of financial portfolio management to IS investments. This perspective is crucial to the continual alignment of business strategy and IS investments. Portfolio management is the discipline of managing projects together as a portfolio that meets corporate objectives. It optimizes development investment and resource allocation across multiple projects. This chapter investigates current techniques and best practices for managing IS project portfolios and strives to create a solid bridge between project management, corporate strategy and IS investments.

IT Portfolio Management

2009 ◽  
pp. 352-377 ◽  
Author(s):  
Brian H. Cameron
Keyword(s):  
Information Technology ◽  
Resource Allocation ◽  
Portfolio Management ◽  
Business Strategy ◽  
It Investments ◽  
Starting Point ◽  
It Project ◽  
Corporate Goals ◽  
Corporate Business ◽  
Goals And Objectives

Information Technology Portfolio Management (ITPM) is a topic of intense interest in the strategic management of IT. In ITPM, IT synchronization with corporate business strategy is operationalized by the application of the principles of financial portfolio management to IT investments. This perspective is crucial to the continual alignment of business strategy and IT investments. Portfolio management is the discipline of managing projects together as a portfolio that meets stated corporate goals and objectives (Combe & Githens, 1999). It facilitates the optimization of resource allocation and development investment across multiple projects. This chapter investigates current techniques and issues for managing IT project portfolios and aligning those portfolios with the strategy of the business. The models and concepts presented are regarded as a starting point for dialogue and further research among IT project researchers and practitioners.

IT Portfolio Management

2006 ◽  
pp. 38-67 ◽  
Author(s):  
Brian H. Cameron
Keyword(s):  
Information Technology ◽  
Resource Allocation ◽  
Portfolio Management ◽  
Business Strategy ◽  
It Investments ◽  
Starting Point ◽  
It Project ◽  
Corporate Goals ◽  
Corporate Business ◽  
Goals And Objectives

Information Technology Portfolio Management (ITPM) is a topic of intense interest in the strategic management of IT. In ITPM, IT synchronization with corporate business strategy is operationalized by the application of the principles of financial portfolio management to IT investments. This perspective is crucial to the continual alignment of business strategy and IT investments. Portfolio management is the discipline of managing projects together as a portfolio that meets stated corporate goals and objectives (Combe & Githens, 1999). It facilitates the optimization of resource allocation and development investment across multiple projects. This chapter investigates current techniques and issues for managing IT project portfolios and aligning those portfolios with the strategy of the business. The models and concepts presented are regarded as a starting point for dialogue and further research among IT project researchers and practitioners.

Alignment of Project Management with Business Strategy

2016 ◽  
pp. 865-881
Author(s):  
Bilal Ahmed Chaudhry
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Case Studies ◽  
Business Strategy ◽  
Corporate Strategy ◽  
Project Success ◽  
Organizational Growth ◽  
Organizational Goals ◽  
Government Organization ◽  
Business Goals

Project management is the use of different techniques to deliver project with meeting required objectives within defined constraints. Corporate strategy is plan by which organizations aspire to achieve organizational business goals. In recent times, project management is also used to achieve organizational goals by aligning project management with business strategy of an organization. This research is carried to explore the effects of aligning project management with business strategy on projects and organizations. Case studies were carried out in three organizations; one from public sector; one from private and one from semi-government organization. Results of this research revealed that alignment of business strategy with project management is beneficial for both organization and projects especially in terms of organizational growth and project success.

MDCM, Inc. (A): IT Strategy Synchronization

2017 ◽  
pp. 1-9
Author(s):  
Mark Jeffery ◽  
Joseph F. Norton ◽  
Derek Yung
Keyword(s):  
Portfolio Management ◽  
Business Strategy ◽  
Corporate Strategy ◽  
Competitive Environment ◽  
It Strategy ◽  
Business Objectives ◽  
Business Objective ◽  
It Portfolio Management ◽  
Executive Level ◽  
Transformation Strategy

“MDCM, Inc. (A): IT Strategy Synchronization” examines the issues of formulating an IT strategy and a set of IT objectives aligned with corporate strategy. Specifically, the case describes a firm that has grown rapidly through global acquisitions. As a result of these acquisitions, the new conglomerate is not responsive to the competitive environment. The firm has therefore launched a new transformation strategy called Horizon 2000, but it has yet to develop a corresponding IT strategy. Students solve Case A by applying the management by business objective framework and develop an executive-level IT strategy for the firm. This case is the first in a series; the second is the case “MDCM, Inc. (B): Strategic IT Portfolio Management.”The objective of the case is to have students analyze a firm's strategy and define the IT objectives for the firm. A key takeaway is that IT objectives should be systematically linked to corporate strategy. Students learn a framework and process for aligning IT objectives with business strategy. The framework consists of mapping corporate strategy to business objectives, to overall IT strategy, and finally mapping to specific IT objectives.

Inter-Relationships between an Enterprise's Strategic Management Process and Its Program/Project Portfolio Management Process

2017 ◽  
pp. 39-60
Author(s):  
Russell Dean Archibald
Keyword(s):  
Project Management ◽  
Strategic Management ◽  
Portfolio Management ◽  
Management Practices ◽  
Management Process ◽  
Project Portfolio Management ◽  
Management Processes ◽  
Strategic Project ◽  
Strategic Management Process

This chapter describes and clarifies the boundaries between strategic management and project/program portfolio management (PPPM) processes, and identifies who holds primary responsibilities for key elements of these inter-related sets of management processes. The main issues considered include: The differences between strategic project management and operational project management. The elements in the strategic project management practices and processes that should be considered to be within the responsibility of ‘project management.' The role of a typical PMO in relation to 1) strategic management processes, and 2) both the strategic and operational project management processes. The importance of identifying the differences between transformative and commercial projects and programs and also between the major categories of projects and programs within enterprises. The origins of the two basic types of projects within project-driven compared to project-dependent enterprises.

scholarly journals Banking strategic management and business model: bibliometric analysis

2020 ◽  
Vol 4 (1) ◽  
pp. 76-85
Author(s):  
Yana Kryvych ◽  
Tetiana Goncharenko
Keyword(s):  
Risk Management ◽  
Strategic Management ◽  
Bibliometric Analysis ◽  
Business Model ◽  
Business Strategy ◽  
Corporate Strategy ◽  
Retail Banking ◽  
Time Interval ◽  
Bank Management ◽  
Management Issues

The article is devoted to the analysis of tendencies and research of approaches to the definition of strategic management of the bank in the scientific literature, to the identification of future perspective directions of research of this problem. VOSviewer software was used for bibliometric analysis, the object of the study was 5901 articles in scientific journals indexed by Scopus and Web of Science scientific databases, the study period was the time interval from 1991 to 2019. The article substantiates that in 2007-2009 the focus of the study has shifted from general strategic management issues to risk management issues of the bank’s business strategy. In 2019, the number of papers devoted to strategic bank management increased rapidly – by 343% compared to 2007. The use of the VOSviewer tool revealed 5 clusters of the relationship between strategic bank management theory and other theories based on scientific concepts. The largest research cluster combines the expertise of researchers who study strategic bank management in close connection with concepts that study the bank’s business models, business strategy, competition, banking performance, banking services, and more. The second-largest cluster brought together scholars who study the theory of strategic bank management at the intersection with the theories of strategic planning, finance, commerce, e-commerce, management, information management, planning, investing, technological development, and more. The third-largest cluster brings together scholars who consider strategic bank management through the lens of corporate governance, corporate strategy, financial market trends, retail banking, bank profitability, and more. The conducted research leads to the conclusion that business strategy, profitability, and strategic risk management are the priority components of banking strategic management. Keywords: bank, banking, strategy, strategic management, business strategy, business model.

Features of the Formation and Implementation of the Enterprise Business Strategy.

2019 ◽  
pp. 60-72
Author(s):  
Svitlana Kulakova ◽  
Vira Chevhanova ◽  
Olha Novikova
Keyword(s):  
Strategic Management ◽  
Business Strategy ◽  
Alternative Fuels ◽  
Corporate Strategy ◽  
Current System ◽  
Strategic Decision ◽  
Functional Strategy ◽  
Crm System ◽  
Theoretical Approaches ◽  
Definition Of

The conducted analysis of scientific literature allowed to highlight such strategic decision-making levels as "corporate strategy", "business strategy", "functional strategy", "operational strategy". The existing theoretical approaches to the definition of the category "business strategy" are considered, their importance and role in the activity of the enterprise are disclosed, the main tasks which it must perform at the level of business are formulated. The organizational and economic mechanism of the formation and implementation of the business strategy of the enterprise was improved by specifying the functions and tasks of the subjects of implementation of the business strategy of the enterprise, which allowed to allocate methods, levers, informational and normative support, as well as strategic planning tools at the enterprise. In accordance with the developed mechanism and the logic of applying the reverse order method, the state of the current system of strategic management was analyzed, for example, LLC "Hyundai Center Poltava". The functional blocks of strategic management are isolated, which are not fully activated in this enterprise and accordingly hinder its development. The proposed strategic management at an enterprise should be carried out on the basis of the analogy method. According to it, maps of strategic groups of competing car market enterprises of the Poltava region were constructed, direct competitors of the investigated enterprise and the parameters on which the company has a competitive backlog is determined. In view of the results of the procedures carried out, the author of the article provided the company with practical recommendations for achieving competitive advantages, taking into account the proposed introduction of CRM-system for managing customer relations and expanding the range of sales at the expense of cars working on alternative fuels, namely, electric vehicles. The economic substantiation of the proposed measures and strategic initiatives, which confirm the effectiveness of the proposed measures, has been carried out. On the basis of the foregoing general conclusions about the importance of the formation and implementation of business strategy of the enterprise are made.

Alignment of Project Management with Business Strategy

2015 ◽  
Vol 6 (4) ◽  
pp. 48-64 ◽  
Author(s):  
Bilal Ahmed Chaudhry
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Case Studies ◽  
Business Strategy ◽  
Corporate Strategy ◽  
Project Success ◽  
Organizational Growth ◽  
Organizational Goals ◽  
Government Organization ◽  
Business Goals

Project management is the use of different techniques to deliver project with meeting required objectives within defined constraints. Corporate strategy is plan by which organizations aspire to achieve organizational business goals. In recent times, project management is also used to achieve organizational goals by aligning project management with business strategy of an organization. This research is carried to explore the effects of aligning project management with business strategy on projects and organizations. Case studies were carried out in three organizations; one from public sector; one from private and one from semi-government organization. Results of this research revealed that alignment of business strategy with project management is beneficial for both organization and projects especially in terms of organizational growth and project success.

Strategic Management Principles

2011 ◽  
pp. 31-72
Author(s):  
Eng K. Chew ◽  
Petter Gottschalk
Keyword(s):  
Strategic Management ◽  
Business Model ◽  
Business Strategy ◽  
Corporate Strategy ◽  
It Strategy ◽  
Strategic Choices ◽  
Basic Principles ◽  
Technology Deployment ◽  
Business Executives ◽  
Strategic Goals

Building on the understanding of the theories and models of firms, this chapter reviews the basic principles of strategic management of business enterprises. First, the basic principles of business strategy are explained. Only through in-depth understanding and diligent application of these principles will business executives be able to make strategic choices and craft an appropriate business strategy and the corresponding value configuration, business model, or e-business model for the firm. Second, the role of corporate strategy and its relationships with business unit strategies are discussed. The discipline of strategic management is introduced together with the principles of strategy maps—a model which is explained and illustrated by case example of its application by a leading corporation in more detail in Chapter V as part of a strategic alignment discussion. Third, the principles of strategic planning and the measurement of competitive strategy are described. These tasks ensure a corporate/business strategy is rigorously planned, resourced, and diligently executed to deliver the requisite strategic goals. Following on from the resource-based and activity-based theories of firms discussed in Chapter I, this chapter describes the corresponding resource-based and activity-based strategies. In addition, with the increasing importance of corporate governance comes the need to ensure due consideration is given to ethics in information technology deployment. Theories for ethics in IT and their incorporation in IT strategy are still emerging. The basic issues for IT strategy developmental consideration are reviewed.

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