The enterprise programme management office

Trade off Between Risk Management, Value Creation and Strategic Alignment in Project Portfolio Management

“…The benefits can be tangible or intangible according to the ease of quantification (Project Management Institute, 2008a). In addition, tangible benefits can be financial or non-financial (Williams and Parr, 2006).…”

Measuring Portfolio Strategic Performance Using Key Performance Indicators

“…Benefits are measurable improvements perceived to be a value by one or more of the stakeholders (Rajegopal, McGuin, & Waller, 2007, p. 209; Venning, 2007). They can be tangible or intangible depending on the ease with which they can be quantified (Project Management Institute, 2008a; Williams & Parr, 2004). Additionally, tangible benefits can also be classified as financial or nonfinancial (Williams & Parr, 2006).…”

“…They can be tangible or intangible depending on the ease with which they can be quantified (Project Management Institute, 2008a; Williams & Parr, 2004). Additionally, tangible benefits can also be classified as financial or nonfinancial (Williams & Parr, 2006). Strategic benefits are usually intangible, and they provide a competitive advantage or contribute to the survival of an organization.…”

Toward a More Practical Approach to Evaluating Programs: The Multi-Objective Realization Approach

“…For example, they may be considered big projects (Pellegrinelli, 1997) or projects lasting more than 2 years (Gareis, 1999). They are useful in the delivery of strategic objectives (Thiry, 2002) and the maximization of the benefits from managing multiple projects (Williams & Parr, 2006) that otherwise may not have been realized if they had been managed independently (Lycett et al, 2004; PMI, 2008b; Turner & Muller, 2003). The latter views have been a key motivation for alternative solutions, because it has been observed that it is widespread practice for projects to be closed out when a product or service has been handed over to a user, whereas a program cannot be considered complete until the benefits from the product or service have been realized (Maylor et al, 2006).…”

“…Program management is used to help deliver the program's results or objectives. Williams and Parr (2006) suggested that it is useful in helping to maximize the likelihood of successful change management, which they observed is especially needed with the number of large‐scale projects that are over schedule and budget. Program management involves carrying out the coordinated organization, direction, and implementation of a dossier of projects and transformation activities (i.e., the program) to achieve or realize the program's strategic outcomes and objectives (OGC, 2007; PMI, 2006, 2008b).…”