...Available online at www.sciencedirect.com ScienceDirect Procedia - Social and Behavioral Sciences 119 (2014) 229 – 236 Project portfolio management in a company strategy implementation, a case study Irja Hyväria* a Martela Oyj, Aalto University School of Business, Finland Abstract The aim of this study is to investigate the effectiveness of the project portfolio management in different business organizations. Project portfolio management is seen as a holistic activity, dependent on the organization's strategy. This study aims to determine how the project portfolio decisions are made and how the project portfolio is managed. Also other organizational factors which may affect the efficiency of project portfolio will be considered. In this study, research method was case study carried out in business organizations. The study showed interconnection between company strategy, project portfolio and projects in process and practice. The results indicate that project portfolio management is, however, facing people challenges in managing project portfolio. © 2014 The Authors. Published by Elsevier Ltd. © 2014 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license. Selection and peer-review under responsibility of the IPMA. Selection and peer-review under responsibility of the IPMA. Keywords: Project portfolio management; business organizations; company strategy; leadership* 1. Introduction Nowadays organizations face challenges in their...
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...Charlotte Quiniou, CFA, Director in Fitch Ratings Fund and Asset Manager Rating Group Fitch money market fund (MMF) rating is far more than just a stamp on a fund. Its value for investors comes from the depth and breadth of the underpinning rating analysis and process. A key component of a Fitch MMF rating is also the regular, independent surveillance performed by Fitch’s analysts, which supports ongoing dialogue with fund managers, so that systematic mechanical reactions are avoided. To better serve investors, Fitch provides information on rated MMFs and developments in the money market industry, notably based on MMF surveillance information, through freely available periodic publications and online tools. A Disciplined procedures ensure consistency Fitch conducts analysis and assigns ratings on MMFs following a consistent, disciplined process that is applied globally. The diagram in Figure 1 provides a summary view of the major steps followed by Fitch when assigning or reviewing a MMF rating. At the start of the rating process, each MMF is assigned to a group of two analysts: the primary (or lead) analyst, and the secondary (or back-up) analyst. Analysts are responsible for leading the analysis and formulating a rating recommendation. The primary analyst is typically responsible for the continuous surveillance of the rating, once it has been assigned, and maintaining the dialogue with the fund manager on analytically-related topics. The secondary analyst is back-up...
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...BEST PRACTICES FOR THE HEDGE FUND INDUSTRY ~~~~~ REPORT OF THE ASSET MANAGERS’ COMMITTEE TO THE PRESIDENT’S WORKING GROUP ON FINANCIAL MARKETS January 15, 2009 * * * THE ASSET MANAGERS’ COMMITTEE Eric Mindich, Chair (Eton Park Capital Management) Anne Casscells (Aetos Capital, LLC) Marc Lasry (Avenue Capital Group) William Von Mueffling (Cantillon Capital Management) Anne Dinning (D. E. Shaw & Co., L.P.) Jonathon S. Jacobson (Highfields Capital Management) James S. Chanos (Kynikos Associates LP) Daniel S. Och (Och-Ziff Capital Management) Daniel H. Stern (Reservoir Capital Group) Edward Mulé (Silver Point Capital, L.P.) COUNSEL TO THE ASSET MANAGERS’ COMMITTEE Sullivan & Cromwell LLP Schulte Roth & Zabel LLP * * * Table of Contents EXECUTIVE SUMMARY ............................................................................................... i BEST PRACTICES ...........................................................................................................1 Disclosure and Investor Protection ..................................................................................1 I. II. Disclosure of Material Information to Investors ...................................................1 Ongoing Information Provided to Investors..........................................................5 A. B. V. I. II. Side Letters....................................................................................................10 Parallel Managed Accounts...
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...------------------------------------------------- What is a Project? Learning Objectives After completing this topic, you should be able to * recognize examples of a project * identify the characteristics of a project 1. Project characteristics Projects make up almost half of the work that most organizations do. Organizations use projects to help meet their strategic goals. In terms of strategic goals, projects may help an organization meet changes in market demands, customer requests, or organizational requirements. They may also help an organization make the most of technological advances or meet legal requirements. Select each strategic goal for examples. ------------------------------------------------- Market demands ------------------------------------------------- The goal of a project may be to respond to increases or decreases in market demands. For example, car manufacturers research and design fuel-efficient cars to meet market demands for greener products. ------------------------------------------------- Customer requests ------------------------------------------------- Projects may help organizations satisfy customer requests. A call center may use a project to upgrade its computer systems based on requests for faster response times. ------------------------------------------------- Organizational requirements ------------------------------------------------- Projects can help meet changes in organizational requirements. So a company...
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...should measure 2 Define what you can measure 3 Gathering the data 4 Processing the data 5 Analyzing the data 6 Presenting and using the information 7 Implementing corrective action Repeat the Process Inputs Each activity has inputs Outputs Each activity has outputs Roles Process Owner, Service Manager, CSI Manager, Service Owner Knowledge Management Process Owner Reporting Analyst Service Measurement and Reporting Goal To monitor services and report on improvement opportunities Activities Service Measurement •Objective (Availability, Reliability, Performance of the Service) •Developing a Service Measurement Framework •Different levels of measurement and reporting •Defining what to measure •Setting targets •Service management process measurement •Creating a measurement framework grid •Interpreting and using metrics •Interpreting metrics •Using measurement and metrics •Creating scorecards and reports •CSI policies Service Reporting •Reporting policy and rules Inputs SLA Targets, SLRs, OLAs, Contracts Outputs Service Improvement Program, SLAM Reports Roles Process Owner, Service Manager, CSI Manager, Service Owner Knowledge Management Process Owner Reporting Analyst Service Strategy Deming Cycle – Plan Do Check Act Goal The goal in using the Deming Cycle is steady, ongoing improvement. It is a fundamental tenet of Continual Service Improvement. Activities ITIL® V3 Continual Service Improvement ...
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...ROLE TITLE Title: Assistant Manager, Credit Control Department: SME, Consumer Banking Current incumbent: Eishita Alam Grade: 8 Location: Dhaka, Bangladesh Date: 16th August, 2009 REPORTING RELATIONSHIPS: Reports Directly to: Senior Manager, Credit Policy and Risk Management, SME, Consumer Banking Reports Indirectly to: VC Country Risk Manager, SME, Consumer Banking JOB PURPOSE: To assess lending applications as per PPG and review relating to discretionary lending. To recommend whether the loan can be granted and to conduct research and analysis related to lending applications and reviews as required. DIMENSIONS: Direct Reports: Credit Policy Analyst, Small Business Indirect Reports: None Authorities: As per Delegation of Authority (DOA). The jobholder has the authority to take decisions on credit related issues within authority level. Refers to Senior Credit Manager on issues beyond authority limit and policy related matters. ORGANIZATIONAL CHART: Pls find attached. RESPONSIBILITIES: 1. Assess lending applications to ascertain whether loan meets lending criteria and therefore whether loan should be approved. 2. Ensure all approval related procedures are completed prior to handing file to Credit Operations for processing and drawdown. 3. Liaise with Branch Managers, Personal Financial Consultants, Sales Team Managers and Sales Managers/Officers regarding the status of customer...
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...guide), Third Edition © 2004, p. 17 In each organization, the definition of a PMO may vary in name and by function, but it essentially centralizes, coordinates and oversees the management of projects and programs. Article by Bud Baker, Ph.D. PMI Network, June 2007 5 The Project Management Office (PMO) A PMO is a centralized organization dedicated to improving the practice and results of project management. • • Some PMO initiatives are minimal, involving part-time staff. • Other initiatives involve huge infrastructure, with rigid centralized planning, control and methodology. • An organizational entity created to assist project managers in achieving project goals. • A PMO is a group of people with a mission to support project managers in the successful launch, implementation, and completion of projects. • Provides an opportunity for project managers to develop professionally more quickly than most could ever...
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...Strategic Transformation and Change Roles and Responsibilities 12 4.2. Strategic Analysis (Step 2) 13 4.2.1. Core Business and Competency 13 4.2.2. Preferred Culture 13 4.2.3. Create a Value System to Promote a Preferred Organisational Culture 13 4.2.4. Create a Vision and Mission of the Future 14 4.2.5. Create a Strategy Map 14 4.3. Strategic Development (Step 3) 15 4.4. Strategy Implementation (Steps 4 & 5) 16 5. RECOMMENDATIONS 17 6. CONCLUSION 17 7. BIBLIOGRAPHY 18 List of Figures Figure 1: Different steps 7 Figure 2: BSPM learning organisation value chain schematic 8 Figure 3: Shared Authority, Responsibility and Accountability 10 Figure 4: Programme structures for portfolios adapted from Steyn and Schmikl (2010: 130 11 Figure 5: Strategic Transformation Project-Portfolio adapted from Steyn et al. (2010: 79) 11 Figure 6: Establish Programme Office adapted from Steyn et al. (2010: 80) 12 Figure 7: Developing Strategic Options adapted from Steyn et al. (2010: 82) 15 List of Tables Table 1: Problems Identified against performance improvement strategies 5 Table 2: Strategic Transformation Programme Management Process 8 Table 3: Differences between Vision and Mission 14 Table 4: Responsibilities 16 EXECUTIVE SUMMARY INTRODUCTION 3. OVERVIEW PROBLEM IDENTIFICATION Table 1: Problems Identified against performance improvement strategies |# |Problem Identified |Behaviour...
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...PORTFOLIO PERFORMANCE EVALUATION- LITERATURE REVIEW Deepa Chandrashekar Table of Contents 1. Introduction........................................................................................................................................... 2 2. Portfolio Returns Calculation................................................................................................................ 4 2.1. 2.2. Value weighted rate of return........................................................................................................ 6 2.3. 3. Time weighted rate of return......................................................................................................... 5 Internal rate of return .................................................................................................................... 6 Literature Review.................................................................................................................................. 7 3.1. Sharpe ratio ................................................................................................................................... 9 3.2. Sortino ratio ................................................................................................................................10 3.3. Treynor ratio ...............................................................................................................................12 3.4. Jensen ratio...
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...those projects under its domain. The responsibilities of the PMO can range from providing project management support functions to being responsible for the direct management of a projecti PMO Services:ii . Basic support services Administrative support for project managers Collating and reporting project status to senior management Providing standards, methodologies and a set of PM tools Managing project documentation (including risk registers, schedules, incident logs etc) Promoting project management within the organisation 2. Advanced specialist Services Consultancy and advisory services Strategic and governance services Developing competencies of personnel, including training and mentoring for project managers Advising project and programme managers Evaluating project managers’ performance Recruiting, selecting and/or allocating project managers Recording, analysing and disseminating lessons learned Identifying, selecting and prioritising new projects, including involvement in benefits management and business cases, contingencies etc Allocating resources between projects and programmes Providing advice and recommendations to senior management Conducting project health checks and post-project reviews Monitoring and reviewing PMO performance and its effect on project delivery SServuces Services Services Providing estimating, scheduling and risk management expertise to PMs Coordinating plans between projects and monitoring resource use Monitoring and reviewing...
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...Tesla Motors Portfolio, Program and Project Management Course Project Contents Introduction 3 Organization’s Strategic Plan 3 Organization Strategic Capacity Plan 4 Portfolio Management Process 8 Project Selection Process 15 Program Management Plan 17 Risk Management Plan 20 Change Management 21 Resource Utilization Plan 24 Personnel 24 Production Line 25 Inventory 25 Charts and Graphs 26 Organizational Influence Chart 26 Project Selection Process Flowchart 27 Conclusion 27 Reference: 29 Introduction Tesla Motors designs and manufactures the most advanced electric vehicles and electric power trains in the world. Tesla Motors do not compromise on innovation, performance, or appeal. Nor does Tesla Motors compromise commitment to hiring and developing the best from around the world. Tesla Motors work in small, focused teams, which much like our products are agile, efficient, and focused on excellence. Tesla Motors are driven by work that contributes to a global impact and are passionate about our future in the automotive industry. The pace is fast, the work is stimulating, structure is limited, and innovation is expected. Tesla Motors is headquartered in Palo Alto, California, runs satellite offices in Los Angeles and Maidenhead, UK, and operates retail locations around the world. Whatever location you choose, you'll be surrounded by the best of the best, working together to impact the future of transportation. Tesla Motors is committed...
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...IDEAS AT WORK By tackling the soft issues such as information quality, credibility, and trust - SB improved its ability to address the hard ones: how much and where to invest HOW SMITHKLINE BEECHAM MAKES BETTER RESOURCE-ALLOCATION DECISIONS BY PAUL SHARPE AND TOM KEELIN greatest, the demands for funding were growing. SB's executives felt an acute need to rationalize their portlifehlood of any pharmaceuticals folio of development projects. The company. Ever since the 1989 merger patent on its hlockbuster drug Tagathat created the company, however, met was about to expire, and the SB believed that it had been spendcompany was preparing for the iming too much time arguing about pending squeeze: it had to meet curhow to value its R&JD projects-and rent earnings targets and at the same not enough time figuring out how to time support the R&X) that would make them more valuable. create the company's future revenue streams. The result was a "conWith more projects successfully strained-budget mentality" and a reaching late-stage development, widely shared belief that SB's probwhere the resource requirements are lem was one of prioritizing development projects. Paul Sbarpe is vice president and director of project management Major resource-allocation deciin neuroscience at SmithKline sions are never easy. For a company Beecham in Harlow, England. Tom like SB, the problem is this: How do Keelin is worldwide managing you make good decisions in a highdirector of the Strategic Decisions...
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...Project Portfolio Management Project Portfolio Management is a methodology to manage a company’s projects in a similar way that financial manager manages the company’s cash flow and related finances. According to Rouse (2013), “PPM (project and portfolio management) is a strategic prioritization methodology employed to analyze and manage current or proposed projects within an organization”. The purpose is to determine the best available sequence and group of projects to achieve organizational strategic objectives from concept to conclusion. Project Portfolio Management aims to align the projects, investments and resources with organizational priorities. Project Portfolio Management is a continuous process which comprises of project data collection, evaluation of each project, optimizing the performance of projects in portfolio and resources of company and execution of portfolio work. Companies have deployed project portfolio management solutions for establishing efficient processes to advantage of their IT infrastructure for achieving organizational objectives. Perry and Hatcher (2003) identified four categories as Ad hoc, structured, standardized and optimized on the basis of maturation level of IT. According to them, majority of organization had adopted Project Portfolio Management on ad hoc basis rather than a continuous process. Ad hoc is the level when use of IT, other resources and project priorities are not aligned with organizational objectives. In this stage, the organization...
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...IBM- International Business Machines Corporation Background International Business Machines Corporation, or well-known IBM, is an American multinational technology and consulting corporation, with headquarters in Armonk, New York, was founded in 1911 as the Computing Tabulating Recording Company (CTR) through a merger of three companies: the Tabulating Machine Company, the International Time Recording Company, and the Computing Scale Company. In 1924, CTR adopted the name “International Business Machines”. Today, IBM is ranked the second largest U.S. firm in terms of number of employees (433,362), fourth largest in terms of market capitalization, the ninth most profitable, and the nineteenth largest firm in terms of revenue by Fortune 500. IBM employs 105,000 workers in the U.S. with more than $106.9 billion in annual revenue. IBM produces computer hardware and software, and is one of the largest technology consulting businesses in the world. It operates in five primary segments: global technology services, systems and technology, global business services, software and global financing. The global technology services segment primarily includes IT infrastructure services and business process services. The systems and technology division provides IBM’s clients with business solutions built on advanced computing power and storage capabilities. Offerings include servers and infrastructure storage products; microelectronics for IBM systems and for sale to original equipment...
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...Emory University Portfolio Management Plan Contents Emory University Background 4 Strategic Plan 6 Strategic Capacity Plan 7 Portfolio Management Process 7 Project Selection Criteria 8 Program Management Plan 9 Conflict Resolution Plan 11 Change Management Plan (CMP) 13 Resource Utilization Plan 16 References 18 Appendix A 19 Emory University Background Emory University was founded by an original charter that started the school in Oxford, GA, Newton County on December 10, 1836. It was hand-written on two pieces of notebook paper, front and back. By 1914, the Methodist Church was looking to create a university in the South, and Emory College was looking to expand. Asa Candler, founder of The Coca-Cola Company, wrote the "million-dollar letter" to offer seed money, and he sweetened the deal by donating land in Atlanta. Emory University received a DeKalb County charter to build at its present location in 1915. The soft drink company president's brother was Emory alumnus and former president, Methodist Bishop Warren Candler, who returned to serve as its first chancellor on the new campus. The Atlanta-based Coca-Cola Company has given rise to family fortunes for the Candlers, the Woodruffs, the Goizuetas and others who have been extraordinarily generous to Emory. The philanthropy of these and other donors has enabled Emory's growth and empowered its ambition to become one of the nation's leading universities. It's unofficially considered poor school...
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