• 主题
高级搜索  >
历史搜索 清空历史
首页> 外文期刊>HBRC Journal >The role of project manager in benefits realization management as a project constraint/driver
【24h】

The role of project manager in benefits realization management as a project constraint/driver

机译：项目经理在收益实现管理中作为项目约束/驱动因素的作用

获取原文
           
页面导航
  • 摘要
  • 著录项
  • 相似文献
  • 相关主题

摘要

Expected benefits are the main drivers beyond projects, programs, and portfolios. This is becoming a very well recognized fact across project management practitioners. Although project benefits are always listed in the project or program business cases, many project managers drive their project toward generating specified outputs (deliverables), while not giving enough attention to the expected outcomes (benefits). This may be referred to their belief they do not have a role in this regard, and that it is totally someone else job to ensure benefits realization. A survey was conducted to investigate the awareness and level of implementation of project-level benefits management versus other organizational governance practices across different organizations. The results showed very low implementation level of benefits management practices at project level compared to benefits at higher levels (programs & portfolios) and among other organizational practices and systems (quality management, excellence, risks, performance, etc.). This paper proposes the role of a project manager in benefits management at project level, and introduces a benefits realization management process compatible with the process groups of the Project Management Institute (PMI) body of knowledge which will enable organizations to cascade responsibilities of delivering values to the project manager level. To have a practical tool for implementation, examples of benefits measures were suggested which will play an active role in monitoring the potential project benefits. To validate the authors’ proposal, a real-life case was presented showing how it was planned to implement, the implementation itself, the faced challenges, and finally, the suggestion for more successful implementation in organizations seeking to apply the benefits realization concept. In summary, the results of this paper can be used to: enlarging the project manager responsibilities to acquire the benefits realization, giving a high level 6-step process for benefits management, suggesting a mechanism for managing these benefits through benefits register, benefits realization plan, measures and KPI s and closure business case.
机译：预期收益是超出项目，计划和投资组合的主要驱动因素。这已成为项目管理从业人员公认的事实。尽管项目收益总是列在项目或计划业务案例中，但是许多项目经理将他们的项目推向产生特定的产出（可交付成果），而没有对预期的结果（收益）给予足够的重视。可以说这是他们的信念，即他们在这方面没有任何作用，并且确保实现收益完全是其他工作。进行了一项调查，以调查不同组织中项目级收益管理与其他组织治理实践的意识和实施水平。结果表明，与较高级别（计划和项目组合）的收益以及其他组织实践和系统（质量管理，卓越，风险，绩效等）相比，项目级别的收益管理实践的实施水平非常低。本文提出了项目经理在项目级别的收益管理中的角色，并介绍了与项目管理学院（PMI）知识体系的过程组兼容的收益实现管理过程，这将使组织能够将交付价值的职责层叠到项目经理级别。为了有一个实用的实施工具，提出了一些利益衡量的例子，这些例子将在监测潜在的项目利益方面发挥积极作用。为了验证作者的建议，提出了一个真实的案例，该案例显示了计划实施的方式，实施本身，面临的挑战，最后是建议在寻求应用收益实现概念的组织中更成功地实施的建议。总而言之，本文的结果可用于：扩大项目经理获取收益实现的责任，为收益管理提供高层次的6个步骤，建议通过收益登记，收益实现计划管理这些收益的机制，度量和KPI以及结案业务案例。

著录项

相似文献

  • 外文文献
  • 中文文献
  • 专利
获取原文

客服邮箱：kefu@zhangqiaokeyan.com

京公网安备：11010802029741号 ICP备案号：京ICP备15016152号-6 六维联合信息科技 (北京) 有限公司©版权所有

  • 客服微信

  • 服务号