Lecture Project management: A managerial approach – Chapter 2: Strategic management and project selection

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Part I
Project Management
Chapter 2
Problems With Multiple Projects
Project Results
Challenges
Project Management Maturity
Project Selection and Criteria of Choice
Types of Companies
Model Criteria
The Nature of Project Selection Models
Types of Project Selection Models
Nonnumeric Models
Types of Nonnumeric Models
Types of Nonnumeric Models Continued
Q-Sort Method
Numeric Models
Numeric Models: Profit/Profitability
Payback Period
Payback Period Example
Payback Period Drawbacks
Discounted Cash Flow
Discounted Cash Flow Continued
NPV Formula
NPV Formula Terms
NPV Example
Internal Rate of Return [IRR]
Profitability Index
Advantages of Profitability Models
Disadvantages of Profitability Models
Numeric Models: Real Options
Numeric Models: Scoring
Unweighted 0-1 Factor Model
Unweighted 0-1 Factor Model Example
Unweighted Factor Scoring Model
Unweighted Weighted Factor Model
Weighted Factor Scoring Model
Weighted Factor Model Example
Advantages of Scoring Models
Disadvantages of Scoring Models
Numeric Models: Window-of-Opportunity Analysis
Numeric Models: Discovery-Driven Planning
Choosing a Project Selection Model
Risk Considerations in Project Selection
The Project Portfolio Management (PPM)
Symptoms of a Misaligned Portfolio
Purpose of Project Portfolio Process
Purpose of Project Portfolio Process Continued
Project Portfolio Process Steps
Step 1: Establish a Project Council
Step 2: Identify Project Categories and Criteria
Step 3: Collect Project Data
Step 4: Assess Resource Availability
Step 5: Reduce the Project and Criteria Set
Step 6: Prioritize the Projects Within Categories
Step 7: Select the Projects to be Funded and Held in Reserve
Step 8: Implement the Process
Project Bids and RFPs
Project Proposal Contents

Nội dung

Chapter 2 describes how to evaluate and select projects that contribute to the organization’s strategy and discusses the information needed as well as the management of risk during this process. The chapter concludes with a description of an eight-step procedure called the “project portfolio process” that aligns project selection with the strategy.

Part I Project Initiation Copyright 2015 John Wiley & Sons, Inc Project Management 22 Chapter 2 Strategic Management and Project Selection Copyright 2015 John Wiley & Sons, Inc Problems With Multiple Projects    Delays in one project delays others Inefficient use of resources Bottlenecks in resource availability 24 Project Results  30% canceled midstream  Over half of completed projects came in up to – – 190% over budget 220% late 

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