项目管理-2汇.pptVIP

Project Management: Session 2 Organization Strategy and Project Selection Session Outcomes Following completion of this session the delegate should have an understanding of the following: The link between strategic and project management; The application of project portfolio management; The time value of money. In addition the delegate should be able to calculate/apply the following project selection techniques in a simple case example: Payback model; Return on Investment; Net Present Value; Multi-Weighted Scoring Model Pre-Amble Pertinent Questions Re: Projects Where did this project come from? Should I stop all my work and focus on yet another project? Why all these projects? How can this project be a priority? What about resources to get all this done? Pertinent Questions About Projects Project manager need to know the priority and be sure of its link to the strategic plan of the organization; Alignment is crucial – misalignment leads to misplaced projects and poor utilization of resources; Therefore a need for a methodology to link strategic management and execution – specifically project. The Need to Understand Strategic Management Changes in the mission and strategy: Project managers must respond to changes with appropriate decisions about future projects and adjustments to current projects. Project managers who understand their organization’s strategy can become effective advocates of projects aligned with the firm’s mission. The Strategic Management Process Provides the theme and focus of the future direction for the firm; Responding to changes in the external environment—environmental scanning; Allocating scarce resources of the firm to improve its competitive position—internal responses to new action programs; A key requirement however is strong link among mission, goals, objectives, strategy, and implementation. The Strategic Management Process Four of Activities of the Strategic Management Process: Review and define the organizational mission; Set lo