Actionable Strategies Through Integrated Performance, by Stephen S Bonham

By Stephen S Bonham

Indicates pros find out how to combine functionality, method, portfolio, undertaking, and probability administration so their businesses can reply extra swiftly and successfully in a hugely aggressive atmosphere. This quantity explains how strategy portfolio administration builds a company knowledgebase that controls techniques.

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Extra resources for Actionable Strategies Through Integrated Performance, Process, Project, and Risk Management

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No longer can he or she be everywhere and have input on everything. This person may have delegated tasks to lower-level staff by this stage, but providing input on high-priority/high-risk items and having a view into the status of the company is still critical. Also, executives realize the need to monitor operational performance and to influence new project investments. But with limited time, how do they know which investments to support to allow for maximum value-add to the organization? Also, with ever-decreasing visibility, how do they know that the performance metrics they hold management accountable to are accurate?

This is seen most commonly when business units silo. , unalignment), a company should do more than revisit and broadcast its mission, vision, and goals; it should evaluate the actions of management. Consolidation doesn’t mean centralized planning and operational processes; it just means creating one strategic path and then holding business units accountable to it. With a continued goal of not losing the entrepreneurial spirit, while also implementing centralized control systems, the corporation now needs to make sure that performance measurement, process standardization, project approval, and risk prioritization are all aligned with corporate strategy.

Knowledge/document management), risk identifiers should be a part of the mitigation process (as a scriptwriter is on a movie set), and staff should be publicly rewarded for process improvement successes. A combined support/ control model not only improves a company’s dynamic resource fit but improves the success rate of PePPR systems upgrades. If such support or recognition isn’t part of the cultural fabric, then employees will extend their lack of support for PePPR processes to a lack of support for PePPR automation systems.

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