...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 environment and organizations...
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...professional portfolio is a visual presentation about who you are and how qualified you are as an educator. It reflects all of an educator’s accomplishments, skills, and experiences over an extended time period. A professional portfolio is well-organized and it showcases your work and your abilities which include: a resume, quality of professional learning, training and experiences, artifacts demonstrating professional knowledge, and any other performances or dispositions you have attained. A professional portfolio is not a resume, but it reflects your abilities and what you have to offer for the job. A professional portfolio is an extraordinary way to showcase your skills, abilities, and experiences. A professional portfolio focus on unique skills an educator has to offer the employer. It answers the question, “Why should I hire you?” A professional portfolio provides a lasting impression (picture) to the employer of your good work. It shows powerful skills, communicates, and provides evidence of attained knowledge that is associated with the school leadership. It demonstrates professional development overtime in diverse situations; reflect thinking strategies, and one’s personal attitude, assumptions, beliefs and values toward school leadership. A professional portfolio details all the accomplishments and experiences you have to offer. It is easier for the interviewer not to ask so many questions based on what has been included into a portfolio. A professional portfolio is a gathering...
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...principles at http://cte.jhu.edu/pds/resources/intasc_principles.htm Review the guidelines in Appendix A. Use Appendix A to help you create a Professional Development Plan—a component that may be added to your professional portfolio. Write a 2,100- to 2,500-word paper composed in Microsoft© Word, include answers to the following questions: What are your goals in the next 5 years? In the next 10 or more years? What steps are necessary to get you to your goals? What obstacles might you foresee and how will you overcome them? What is one principle from the INTASC Principles Web site (http://cte.jhu.edu/pds/resources/intasc_principles.htm ) that you feel you must improve the most to be effective in the education profession? What existing professional development programs might you pursue to address the need to improve in this area? What professional development programs might you enroll in to help you prepare to meet the diverse needs of today’s learners? How will you evaluate your progress? What will help keep you motivated toward achieving those goals? What professional organizations will you join? Explain why. What do you expect to gain from membership in these organizations? What techniques will you use to help you develop leadership skills?...
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...Chapter 1 An Introduction to Project, Program, and Portfolio Management LEARNING OBJECTIVES After reading this chapter, you will be able to: Understand the growing need for better project, program, and portfolio management Explain what a project is, provide examples of projects, list various attributes of projects, and describe project constraints Describe project management and discuss key elements of the project management framework, including project stakeholders, the project management knowledge areas, common tools and techniques, and project success factors Discuss the relationship between project, program, and portfolio management and their contribution to enterprise success Describe the project management profession, including suggested skills for project, program, and portfolio managers, the role of professional organizations like the Project Management Institute, the importance of certification and ethics, and the growth of project and portfolio management software 2 OPENING CASE Doug Milis, the Chief Executive Officer (CEO) of Global Construction, Inc., was summarizing annual corporate highlights to the board of directors. Like many other large construction companies, they had a very difficult year. They had to scale down operations and let some employees go. When one of the board members asked what he was most proud of that year, Doug thought for a few seconds, and then replied, “Excellent question, Gabe. Honestly, I think the main reason we survived this...
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...1. Scope We want to introduce a Leadership Development Tool in SAMG (Special Asset Management Group) of Bank Alfalah, that will help in identification and grooming of potential leaders in a manner that will enable them to steer the department towards success via effective succession planning process, empowerment, change management and motivation. 2. Introduction Bank Alfalah is among the top 5 banks of Pakistan, with a network of more than 600 branches and is owned by Abu Dhabi Group of UAE. Please see Exhibit -1 for the roadmap since its inception in 1997. Its core values are as follows: * Trust * Commitment * Responsibility SAMG is the Remedial Group of Bank entrusted with the task of recovery from a Non-Performing portfolio of PKR 18 Billion (Infection Ratio of 6.16% out of Total advances portfolio of PKR 290 Billion). Please refer Exhibit 2 for Bifurcation. Following are the impediments faced by the SAMG presently, in grooming effective leaders towards succession planning (Departmental Structure is more specifically shown in Exhibit 4): * Coercive Leadership, * Centralized Decision Making, * Powerless Managers, * Relatively New Top Management, * Time Consuming Decision Making Process, * Reduced Motivation Levels. 3. Leadership Development Tool (LDT): We can classify foregoing impediments under broad categories of Empowerment and Motivation. We propose following tool that will help in overcoming problems...
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...An Introduction to Project Management, Fifth Edition By Kathy Schwalbe Professor Emeritus, Augsburg College Department of Business Administration Minneapolis, Minnesota An Introduction to Project Management, Fifth Edition Cover Photo: Dan Schwalbe ©2015 Schwalbe Publishing ISBN-13: 978-1505212099 ISBN-10: 150521209X ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the author. Materials from Kathy Schwalbe’s Information Technology Project Management, Sixth and Seventh Editions, are used with permission from Cengage Learning. Microsoft and the Office logo are either registered trademarks or trademarks of Microsoft Corporation in the United States and/or other countries. All screenshots from Microsoft products are used with permission from Microsoft. Information and screenshots from MindView Business are used with permission from MatchWare. Information and screenshots from Basecamp are used with permission from Basecamp. Some of the product names and company names used in this book have been used for identification purposes...
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... 1/28/04 4:00 PM Page W-129 What Is a Student Portfolio? A Student Portfolio is a paper or electronic collection of documents that summarizes your academic and personal accomplishments in a way that effectively communicates with academic advisors and potential employers.1 At a minimum, your portfolio should include the following: Minimum components of a Student Portfolio • an up-to-date professional résumé. • a listing of courses in your major and related fields of study. • a listing of your extra-curricular activities and any leadership positions. • documentation of your career readiness in terms of skills and learning outcomes. The purpose of a Student Portfolio is twofold — academic assessment and career readiness. 1. Academic Assessment Goal The Student Portfolio serves as an ongoing academic assessment tool that documents your learning and academic accomplishments. As you progress through a curriculum, the portfolio depicts the progress you are making in acquiring the skills and competencies necessary to be successful in lifelong career pursuits. Over time, your portfolio will become increasingly sophisticated in the range and depth of learning and accomplishments that are documented. A well-prepared Student Portfolio is a very effective way of summarizing your academic achievements in consultation with both faculty advisors and professors. 2. Career Readiness Goal The Student Portfolio serves as an important means of communicating your résumé...
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...Sistema Universitario Ana G. Méndez School for Professional Studies Florida Campuses Universidad del Este, Universidad Metropolitana, Universidad del Turabo MANA 321 Leadership and Supervision Supervisión y Liderazgo © Sistema Universitario Ana G. Méndez, 2007 Derechos Reservados. © Ana G. Méndez University System, 2007. All rights reserved. MANA 321 Leadership and Supervision 2 TABLA DE CONTENIDO/TABLE OF CONTENTS Páginas/Pages Prontuario/Study Guide .....................................................................................3 Taller Uno/Workshop One ................................................................................20 Taller Dos/Workshop Two ................................................................................23 Taller Tres/Workshop Three.............................................................................27 Taller Cuatro/Workshop Four ...........................................................................30 Taller Cinco/Workshop Five .............................................................................34 Anejo A/Appendix A..........................................................................................38 Anejo B/Appendix B..........................................................................................39 Anejo C/Appendix C .........................................................................................41 Anejo D/Appendix D ...........................................................
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...strategic objectives into operational priorities. It involves deciding which projects or types of projects to do and which not to do. Through prioritizing agencies direct resources, time and energy to projects that are deemed more important and lucrative in achieving the objective of the organization success (Mintzberg, 1994). Strategic planning is an organizational activity that is used to set priorities, focus energy and resources, strengthen operations and ensures that employees and other shareholders are working toward common goals. It is a disciplined effort that produces decisions and actions that shape and guide what an organization is, who it serves, what it does and why it does it with a focus on the future. Effective strategic planning and prioritizing goes hand in hand (Mintzberg, 1994). 1. Critique the prioritizing process at D. D. Williamson. Though D. D. Williamson had great potential as a company, the main problem was that there was not a method to their madness....
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... January 18, 2014 I. Strategic Plan A. FEMA’s National Disaster Recovery Framework (NDRF) defines how Federal agencies will more effectively organize and operate to utilize existing resources to promote effective recovery and support States, Tribes and other jurisdictions affected by a disaster. B. The National Disaster Recovery Planning (NDRP) Division at Federal Emergency Management Administration (FEMA) Headquarters facilitates and coordinates RSF (Recovery Support Functions) activities and recovery planning at the national level, additionally, the RSF coordinating agency will commit to designating a senior level principal to serve as the RSF national coordinator, provide significant engagement and management for the RSF, and ensure ongoing communication and coordination between the primary agencies and support organizations. a. Dr. Eliyahu Goldratt’s Critical Chain Concepts (Course handout). II. Strategic Capacity Plan A. The National Disaster Recovery Framework (NDFR) aims to leverage and concentrate the effects of existing Federal resources, programs, projects and activities through an organization of Recovery Support Functions (RSFs) to promote effective recovery for affected communities before and after a disaster strikes. B. Operational costs of Federal recovery programs will continue to be borne by agencies from appropriations made for purposes, except those expense authorized for...
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...designed for the study of leadership and organizational change within a unit of a larger organization. As such it provides an important learning experience for students who are already managers or who aspire to that level of responsibility. The primary learning opportunities address building a vision at the unit level, restructuring for success, overcoming resistance to change internally and across other units of a larger corporation, building support with powerful sponsors, and the importance of communication and persistence where authority is limited. The case has a difficulty level appropriate for undergraduate seniors and graduate students, and is designed for courses addressing organizational change, leading change, and leading teams. It can be covered in a one hour class. Preparation for the case is expected to require 3-4 hours. CASE SYNOPSIS The case begins with the recognition by a senior vice-president that the inadequacies of a seemingly insignificant compliance unit could jeopardize the overall growth strategy of BOKF, a large regional bank holding company. Paula Bryant-Ellis agrees to take on the transformation of the CRA department into a modern Community Development Banking Group (CDBG) that will contribute to the overall strategy of BOKF, the parent banking company. The case covers the first two years of significant organizational change, with emphasis on creating a vision, restructuring the organization, and shared leadership at the unit level. For...
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...Unit code: SHR053-6 Personal and Professional Development Handbook (Oman) February 2014 © University of Bedfordshire 2014 Published by the University of Bedfordshire Business School Luton Campus, Vicarage Street, Luton LU1 3JU, United Kingdom Unit Handbook © University of Bedfordshire 2014 Contents Contents 2 Welcome 3 Learning resources at the University of Bedfordshire 3 1 Introduction to the unit 4 2 Overall aims of the unit 4 3 Overview of unit content 4 4 Prerequisite knowledge or skills 4 5 Learning outcomes of the unit in more detail 5 6 Programme of Workshops 6 7 Study resources for this unit 7 Recommended additional resources 7 Recommended journals and other periodicals 7 Recommended websites and online content 8 8 How to study this unit 8 9 Assessment 9 The Reflective Journal 9 Welcome Welcome to the Personal and Professional Development unit of the University of Bedfordshire MBA Programme. This handbook contains advice and information you will need to successfully complete your work on this unit. It should be read in conjunction with the overall Programme Handbook, which you should have already received. The handbook serves two main purposes: * It summarises the key concepts and provides you with a framework and a map for this unit. * It provides you with information about learning resources, infrastructure and virtual learning environments for studying the MBA at the University of Bedfordshire. If...
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...WORST LEADERSHIP EXPERIENCE Worst Leadership Experience Worst Leadership Experience Introduction Leadership as a term coins different concepts in only one word. It not only defines the personality trait of a person, but it also defines the need and role of different approaches to get things done in an effective manner by leading a group of people. A strong leadership mechanism involves set of competencies to influence and drive the actions of people especially when working in a group or as a team leader. Leadership enables to lead team while maintaining their enthusiasm and motivation continuously for the accomplishment of goals and objectives. In this paper, I will discuss my worst ever Leadership Experience. A strong Leader must be able to understand the problems of the team and solve their issue. The leader must lead from the front and act as a role model for others. He must have the ability to get the task done from the team. I have been working for a private bank for more than three years. I was assigned the task of leading a team, who will be developing new portfolios for consumer financing. In this report, I will discuss my experience which was a very bad one. Objective and Purpose of Experience The purpose of this project was to enhance the customer base by developing new portfolios and products that attract customers and increase the profitability of the bank. Discussion Leadership is a quality that lifts up the personality of the people. It...
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...Strategies to ensure SLCRN meets the high level objectives Mun Lim NIHR Network Aim of SLCRN NIHR Network • To ensure effective delivery of research in the Trusts, primary care organisations and other qualified NHS providers throughout the network. • To increase the opportunities for patients to take part in clinical research and to ensue that studies are carried out efficiently. • To support rapid set up and effective conduct of studies • To provide advice and support to local member organisations and to anyone involved in supporting, facilitating or conducting clinical research in the NHS. • To train research staff within the host organisation as required. Work cohesively within SLCRN Network • Establish good working relationships with key SLCRN members of the network and other host organisations. • Maintain effective communication throughout SLCRN eg; regular meeting with host organisation or conference call if necc. • Provide effective input and expert leadership to delivery of clinical research • Work cohesively to deployment research staff to meet NIHR strategies as required. To increase opportunity for patients • Provide necessary appropriate oral or written information to empower patients and their carers to part take research activities. • To train and develop research staff when required if there is any gap in knowledge identified. • To act as patient’s advocate through out the complex decision-making process supporting them in...
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...as the standard against which we weigh our actions and decisions. * To refresh the world... * To inspire moments of optimism and happiness... * To create value and make a difference. Our Vision Our vision serves as the framework for our Roadmap and guides every aspect of our business by describing what we need to accomplish in order to continue achieving sustainable, quality growth. * People: Be a great place to work where people are inspired to be the best they can be. * Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs. * Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value. * Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities. * Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities. * Productivity: Be a highly effective, lean and fast-moving organization. The CocaCola Company Mission Our mission is: * To refresh the world - in mind, body and spirit * To inspire moments of optimism - through our brands and actions * To create value and make a difference everywhere we engage The CocaCola Company Vision To...
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