...The Impact of Project Portfolio Management on Information Technology Projects Sergio Ricardo Calderini London Business School Regent’s Park, London NW1 4SA, United Kingdom e-mail: scalderini.mba2004@london.edu Bert De Reyck London Business School Regent’s Park, London NW1 4SA, United Kingdom Tel. +44 20 7706 6884; Fax. +44 20 7724 7875; e-mail: bdereyck@london.edu Yael Grushka-Cockayne London Business School Regent’s Park, London NW1 4SA, United Kingdom Tel. +44 20 7262 5050; Fax. +44 20 7724 7875; e-mail: ygrushka.phd2003@london.edu Martin Lockett Ashridge Berkhamsted, Hertfordshire, HP4 1NS, United Kingdom Tel. +44 1442 841025; e-mail: martin@mlockett.com Marcio Moura London Business School Regent’s Park, London NW1 4SA, United Kingdom e-mail: mmoura.mba2004@london.edu Andrew Sloper CVC The Customer Value Company 48 St Mary's Road, Long Ditton, Surrey KT6 5EY, United Kingdom Tel. +44 7768 861920; e-mail: andrew.sloper@customervalue.co.uk February 2005 Ashridge Business School UK - http://www.ashridge.org.uk The Impact of Project Portfolio Management on Information Technology Projects Abstract The ever-increasing penetration of projects as a way to organise work in many organisations necessitates effective management of multiple projects. This has resulted in a greater interest in the processes of project portfolio management (PPM), with more and more software tools being developed to assist and automate the process....
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...programme 8 6. STRATEGIC ANALYSIS 10 6.1 Analysis 10 6.1.1 Core competencies 10 6.1.2 Organisational behaviour study 10 6.1.3 Organisational Vision and Mission 11 6.1.4 Balanced Scorecard based strategy implementation 11 6.1.5 Balanced Scorecard value creation perspectives: 12 6.1.6 Building a strategy map 13 6.1.7 Implementing a Balanced Scorecard Programme Management learning organisation structure 14 7. STRATEGIC DEVELOPMENT 15 7.1 SWOT analysis 15 7.2 PESTEL analysis 15 7.3 GAP analysis 16 8. STRATEGY IMPLEMENTATION 16 8.1 Creation of a strategy plan 16 8.2 Strategic Transformation Project Implementation Route 2 (Project route) 17 9. MANAGING ORGANISATIONAL CHANGE 17 10. INNOVATIVE CONTINUOUS IMPROVEMENT PROGRAME 18 11. REFERENCES 20 1. EXECUTIVE SUMMARY: Levis Strauss has been one of the world’s most successful brands in the fashion industry but is now subject to a falling market share and is no longer meeting the demands of its external environment. Levis leadership is ineffective and the approach taken to resolve its problems is futile, capital intensive and does not produce any results. The organisation will have to embark on a radical change strategy to remain profitable in its market. The content of this report outlines the strengths and weaknesses of the organisation against its current organisational structure and provides the necessary steps to bring about change which creates a modern,innovative, learning organisation that can remain sustainable...
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...1 Executive Summary 3 2 Discuss the issues of measurement in an organisation such as this one, and evaluate the approach taken to measurement “recommended” by the BBC. Key Success Factors Identify and Measure the organisation {SWOT&PEST) Key Performance Indicators Balance Scorecard Appraisal & Review of Business Policy Measurement 4 4 5 6 7 9 3 How should the senior team in BBC Broadcasting & Presentation develop their thinking to sustain the momentum of total quality/business excellence? Pillars and Dimensions of Total Quality Management Customer Focus Continuous Improvement Employee Investment and Empowerment Systems Thinking Plan-Do-Check-Act Cycle Leadership Customer Focus through Customer Relationship Management (CRM) European Forum for Quality Management (EFQM) Balance Scorecard Programme Management Process (BSPM) Establishment and set up of Programme Office Strategic Analysis Strategic Development Strategic Implementation Strategic Implementation: Measure and Appraise 10 11 11 12 14 14 15 16 16 17 19 19 21 22 22 23 4 Conclusion 24 5 Bibliography 25 Executive Summary BBC Broadcasting & Presentation began their quality journey when their mission statement was emerged out of a lengthy process. They develop objectives that connected to their mission. To deliver their mission they had critical success factors and key performance indicators than linked to the critical...
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...CPA Australia Page 1 of 18 Global Strategy and Leadership Self Assessment Test The following self-assessment questions are provided to help you review your Global Strategy and Leadership studies. http://myonlinelearning.cpaaustralia.com.au/scripts/WebObjects.dll/fileserver.woa/f/... 28/02/2011 CPA Australia Page 2 of 18 Exercise Question 1 Which one of the following statements captures most accurately the relationship between industry profitability and Porter's five forces? A. Industry profitability is likely to be highest when there is high supplier power. B. The higher the threat of new entrants, the higher industry profitability is likely to be. C. Moderate buyer power and moderate level of rivalry is likely to increase industry profitability. D. Low levels of rivalry and low supplier power are likely to be associated with higher industry profitability. E. Industry profitability is likely to be lowest when the threat of substitutes is declining. Question 2 Which one of the following statements about supplier power is most likely to be correct? A. The smaller the quantities of supplies purchased by companies in the industry, the higher the supplier power relative to industry rivals. B. The higher the threat by suppliers’ to forward integrate, the lower their power relative to industry rivals. C. The higher the importance of the suppliers’ input to rivals, the more power industry rivals have in negotiating with suppliers. D. The higher the number of suppliers...
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...4.1 Framework Control Objectives Management Guidelines Maturity Models COBIT 4.1 The IT Governance Institute® The IT Governance Institute (ITGITM) (www.itgi.org) was established in 1998 to advance international thinking and standards in directing and controlling an enterprise’s information technology. Effective IT governance helps ensure that IT supports business goals, optimises business investment in IT, and appropriately manages IT-related risks and opportunities. ITGI offers original research, electronic resources and case studies to assist enterprise leaders and boards of directors in their IT governance responsibilities. Disclaimer ITGI (the “Owner”) has designed and created this publication, titled COBIT® 4.1 (the “Work”), primarily as an educational resource for chief information officers (CIOs), senior management, IT management and control professionals. The Owner makes no claim that use of any of the Work will assure a successful outcome. The Work should not be considered inclusive of any proper information, procedures and tests or exclusive of other information, procedures and tests that are reasonably directed to obtaining the same results. In determining the propriety of any specific information, procedure or test, CIOs, senior management, IT management and control professionals should apply their own professional judgement to the specific circumstances presented by the particular systems or IT environment. Disclosure Copyright © 2007 by the IT Governance...
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...4.1 Framework Control Objectives Management Guidelines Maturity Models COBIT 4.1 The IT Governance Institute® The IT Governance Institute (ITGITM) (www.itgi.org) was established in 1998 to advance international thinking and standards in directing and controlling an enterprise’s information technology. Effective IT governance helps ensure that IT supports business goals, optimises business investment in IT, and appropriately manages IT-related risks and opportunities. ITGI offers original research, electronic resources and case studies to assist enterprise leaders and boards of directors in their IT governance responsibilities. Disclaimer ITGI (the “Owner”) has designed and created this publication, titled COBIT® 4.1 (the “Work”), primarily as an educational resource for chief information officers (CIOs), senior management, IT management and control professionals. The Owner makes no claim that use of any of the Work will assure a successful outcome. The Work should not be considered inclusive of any proper information, procedures and tests or exclusive of other information, procedures and tests that are reasonably directed to obtaining the same results. In determining the propriety of any specific information, procedure or test, CIOs, senior management, IT management and control professionals should apply their own professional judgement to the specific circumstances presented by the particular systems or IT environment. Disclosure Copyright © 2007 by...
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...Journal of Management Development The evolving role of strategic management development Paul Brown Article information: To cite this document: Paul Brown, (2005),"The evolving role of strategic management development", Journal of Management Development, Vol. 24 Iss 3 pp. 209 - 222 Permanent link to this document: http://dx.doi.org/10.1108/02621710510584035 Downloaded by Universitas Pendidikan Indonesia At 20:32 22 February 2015 (PT) Downloaded on: 22 February 2015, At: 20:32 (PT) References: this document contains references to 29 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 9372 times since 2006* Users who downloaded this article also downloaded: David Lamond, Lee D. Parker, Philip Ritson, (2005),"Fads, stereotypes and management gurus: Fayol and Follett today", Management Decision, Vol. 43 Iss 10 pp. 1335-1357 http:// dx.doi.org/10.1108/00251740510634903 Marilyn M. Helms, Judy Nixon, (2010),"Exploring SWOT analysis – where are we now?: A review of academic research from the last decade", Journal of Strategy and Management, Vol. 3 Iss 3 pp. 215-251 http://dx.doi.org/10.1108/17554251011064837 Uma D. Jogulu, (2010),"Culturally-linked leadership styles", Leadership & Organization Development Journal, Vol. 31 Iss 8 pp. 705-719 http://dx.doi.org/10.1108/01437731011094766 Access to this document was granted through an Emerald subscription provided by 601976 [] For Authors If you would like to write...
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...Knowledge Checks: Multiple Choice Questions and Solutions GLOBAL STRATEGY AND LEADERSHIP Version 15b KNOWLEDGE CHECKS: MULTIPLE CHOICE QUESTIONS AND SOLUTIONS | i Contents Questions 1 Module 1 Question 1.1 Question 1.2 Question 1.3 Question 1.4 Question 1.5 Module 2 Question 2.1 Question 2.2 Question 2.3 Question 2.4 Question 2.5 Module 3 Question 3.1 Question 3.2 Question 3.3 Question 3.4 Question 3.5 Module 4 Question 4.1 Question 4.2 Question 4.3 Question 4.4 Question 4.5 Question 4.6 Module 5 Question 5.1 Question 5.2 Question 5.3 Question 5.4 Question 5.5 Module 6 Question 6.1 Question 6.2 Question 6.3 Question 6.4 Question 6.5 Module 7 Question 7.1 Question 7.2 Question 7.3 Question 7.4 Question 7.5 1 1 1 1 1 2 2 2 2 2 3 3 3 3 3 3 4 4 4 4 4 4 5 5 5 6 6 6 6 6 7 7 7 7 7 8 8 8 8 8 9 9 9 R:\Workgroups\CPA-Production\CPA Digitisation\2nd Semester 2015\GSL\GSL-Knowledge-check-MCQ_15b.docx DTP: Mira 1st set 15b 10-07-15 ii | GLOBAL STRATEGY AND LEADERSHIP Solutions 10 Module 1 Question 1.1 Question 1.2 Question 1.3 Question 1.4 Question 1.5 Module 2 Question 2.1 Question 2.2 Question 2.3 Question 2.4 Question 2.5 Module 3 Question 3.1 Question 3.2 Question 3.3 Question 3.4 Question 3.5 Module 4 Question 4.1 Question 4.2 Question 4.3 Question 4.4 Question 4.5 Question 4.6 Module 5 Question 5.1 Question 5.2 Question...
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...2010 Chartered Management Accounting Qualification to all of our stakeholders. With seismic shifts occurring in the world’s economy, coupled with accelerating concerns about the sustainability of our planet, never before has there been a greater need for organisations to train and develop their people to manage the impact of these changes. With this revised qualification CIMA remains true to its long and proud history of providing finance professionals with a difference – Chartered Management Accountants – who combine management and finance skills in a unique way and who fully understand the businesses they are working in. While we respect and learn lessons from the past, through this qualification we prepare our future members to be focused on the future: driving value; managing performance; understanding how organisations are best led and inspired; and helping to sustain vibrant business and government. We provide a strong grounding in international accounting and...
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...four of the stages used in Benchmarking, state some of the advantages of using the technique OR Identify and analyse the 7 elements in McKinsey’s model (Task1) | M2 Select/design and apply appropriate methods/techniques, by using a range of sources of information | Appropriate learning methods/techniques have been applied | M2: To achieve M2 you need to compare, strategies and demonstrate how they (PESTEL and Porter’s Five Forces ) influence your chosen organisation or as (Task2) | M3 Present and communicate appropriate findings by using an appropriate structure and approach | Coherent, logical development of principle/concepts for the intended audience. | M3: To achieve M3 Present or communicate your choice or chosen strategy using any structured method or approach. (Task 2) | D1 Use critical reflection to evaluate own work and justify valid conclusion | Conclusions have been arrived at through synthesis of ideas and have been justified.Realistic improvements have been proposed against the defined characteristics for success | D1: To achieve this critically evaluate the use of limited growth and market penetration strategies including Ansoff’s Matrix (Task3 ) | D2 Take responsibility for managing and organising activities | Activities have been...
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...STRATEGIC MANAGEMENT AND OPERATIONAL GUIDELINES A User Guide for Public Sector Auditors in the Pacific Developed by PASAI in 2012 Pacific Association of Supreme Audit Institutions (PASAI): Strategic Management and Operational Guidelines Pacific Association of Supreme Audit Institutions (PASAI) 2 Pacific Association of Supreme Audit Institutions (PASAI): Strategic Management and Operational Guidelines Foreword The purpose of these guidelines is to provide assistance for Pacific Association of Supreme Audit Institutions (PASAI) members, especially heads of SAIs and managers to carry out their functions strategically, tactically and operationally. They do this by introducing the basics of planning, examining the types of objectives and differentiating the types of plans consisting of the corporate plan, strategic plan, business plan and operational plan for the management of their offices. PASAI recognises the importance of having these strategic management plans as it is top level management’s responsibility to define the SAI’s positions, formulate strategies and guide long term organisational activities. This is one of PASAI’s initiatives aimed at developing SAIs within the region. The guidelines have been produced to assist PASAI members in the effective, efficient and economic planning and management of their resources annually and in the long term. It provides guidance to SAIs in establishing and enhancing their strategic management functions. The guidelines...
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...Knowledge Checks: Multiple Choice and Extended Response Questions and Solutions GLOBAL STRATEGY AND LEADERSHIP Version 16a © Copyright CPA Australia unless otherwise indicated. Multiple Choice Questions and Solutions KNOWLEDGE CHECKS: MULTIPLE CHOICE AND EXTENDED RESPONSE QUESTIONS AND SOLUTIONS | i Contents Questions 1 Module 1 Question 1.1 Question 1.2 Question 1.3 Question 1.4 Question 1.5 Question 1.6 Question 1.7 Question 1.8 Question 1.9 Question 1.10 Module 2 Question 2.1 Question 2.2 Question 2.3 Question 2.4 Question 2.5 Question 2.6 Question 2.7 Question 2.8 Question 2.9 Question 2.10 Module 3 Question 3.1 Question 3.2 Question 3.3 Question 3.4 Question 3.5 Question 3.6 Question 3.7 Question 3.8 Question 3.9 Question 3.10 Module 4 Question 4.1 Question 4.2 Question 4.3 Question 4.4 Question 4.5 Question 4.6 Question 4.7 Question 4.8 Question 4.9 Question 4.10 R:\Workgroups\CPA-Production\CPA MCQs and ERs\1st Semester 2016\GSL\GSL-Knowledge-check-MCQ_16a.docx 1 1 1 1 2 2 2 2 2 3 3 3 3 3 4 4 4 4 5 5 5 6 6 6 6 6 7 7 7 7 8 8 8 8 8 9 9 9 10 10 10 10 11 11 DTP: Mira 1st set 15b 05-02-16 ii | GLOBAL STRATEGY AND LEADERSHIP Module 5 Question 5.1 Question 5.2 Question 5.3 Question 5.4 Question 5.5 Question 5.6 Question 5.7 Question 5.8 Question 5.9 Question 5.10 Module 6 Question 6.1 Question 6.2 Question 6.3 Question...
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...CPA Program The Practical Experience Guide EVE CHENG CPA SENIOR ANALYST BHP BILLITON Contents Practical experience requirement How to identify if your role is relevant Where do you fit? What skills areas do you need to demonstrate? Your mentoring relationship How to record your experience in the logbook The skills guide Personal effectiveness skills Leadership skills Business skills Technical skills 3 4 6 7 8 10 11 12 13 14 15 MICHELLE ROACH CPA 2 Practical experience requirement Did you know? Our studies show that members consistently perform better in their segments when they are enrolled in the practical experience requirement The practical experience requirement of the CPA Program gives you the opportunity to use the knowledge and skills gained in your education and apply them in your workplace. Combining your education with mentored practical experience will give you the opportunity to develop and demonstrate highly sought after technical and soft-skills that will benefit your entire career. Starting your practical experience requirement means that you are one step closer to your goal of becoming a CPA. CPA Australia recommends that you start the practical experience requirement and the professional level segments at the same time, if you are employed in a relevant role. What are the requirements? • complete a minimum of three years of relevant full-time or equivalent part-time work experience • demonstrate competence in 16 personal effectiveness...
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...three distinct dimensions: * Generating and utilizing opportunities in situations where a business has distinct advantages in accomplishing beneficial results with improved chances of success (upside management) * Introducing controls to prevent or restrain losses as a result of the constraints posed by the operating environment of the business (downside management) * Exercising methods and techniques to reduce the variance between anticipated financial outcomes and actual results (uncertainty management) 2. Risk and uncertainty? * Uncertainty arises from a person's imperfect state of knowledge about future events. * Perceived uncertainty : depends on information that person can use to evaluate the likelihood of outcomes and the ability to evaluate this information * Uncertainty consists of the following two elements: * uncertainty whether an event will take place * if the event does occur what the outcome thereof will be * The definition of risk as the deviation of an actual outcome from the expected result or outcome implies the following: * Uncertainty surrounds the outcome of the event. The decision maker is uncertain about the outcome, and the actual outcome may therefore deviate from the expected outcome. If the outcome was certain and only one outcome was possible, there would be no uncertainty and no deviation from the expected result and therefore no risk for the decision maker. * The degree of uncertainty surrounding...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT – HRM 3138 LECTURE NOTES 2AGEM Strategic management deals with the managerial aspect of strategy. A number of concepts that are often confused will have to be considered, namely, strategic decisions, strategy, and strategic management. 1. Strategic Decisions These are the decisions that affect the long-term well-being of the organisation. Such decisions involve major resource commitments and are difficult to reverse, implying a long-term commitment. Decisions that are regarded as strategic may occur at all levels of the organisation. There are usually two levels of decisions – corporate and business. Corporate-level decisions are those that affect the entire organisation or firm, whereas Business-level decisions affect the particular business or division. If there is only one business in the firm, then both the corporate and business levels are identical. 2. Strategy This is the common theme underlying a set of strategic decisions. The strategy may be to change the scope of the firm or become global, and the decision to acquire a particular firm is part of that strategy. Strategy is about the firm’s relationship with the environment and developing the capabilities and competencies to enable it attain success. It must be borne in mind that all firms have a strategy and that this strategy may be explicit or implicit, developed with extensive analysis or not. An organisation or firm’s strategy can generally be expressed in relatively...
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