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W5HIA-Ranking/evaluating the portfolio and making portfolio decisions - Assignment Example

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Markets dynamics and rapidly changing global business environment influences how businesses make decisions as it is becoming more difficult to secure capital and investment. For these very reasons, it is not possible for organizations to undertake each and every project…
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W5HIA-Ranking/evaluating the portfolio and making portfolio decisions
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Download file to see previous pages changes by adopting a projectized organization structure and establishing project management center of excellence (PM-COE) to lead IBM through transition period (Kerzner 2010). On the other hand, Deloitte developed an Enterprise Program Management approach to dominate the competitive marketplace and ensure success of enterprise business strategy.
IBM took conclusive steps to improve business and ensure maximum profits, and support their corporate system. The first step was establishment of project management center of excellence (PM-COE) to monitor and control all project management processes and to reach a competent level in project management. PM-COE focused on projects by concentrating on improving project management skills among the employees through sharing information, knowledge and experience rather than focusing on departmental functions. PM-COE considered technical, financial and schedule aspects in evaluating and ranking the projects. According to Kerzner (2010), “PM disciplines have become systemic across IBM, resulting in successful projects and higher client value”. To continue with the new project management approach, it was not possible to implement routine business processes, thus business processes were revitalized and customized to support business strategy across the globe and maintain effectiveness of project management practices. One such techniques adopted by IBM is Earned Value Management Systems (EVMS). Project Management Center of Excellence developed best practices and standard method for project selection across the organization. According to Kerzner (2010), “yet you will not find detailed process documentation for the practice”. IBM used both non-numeric (Scared Cow, Competitive Necessity, Operating Necessity and Comparative Benefit Model) and numeric (Net Present Value, Discounted Cash Flow, Internal Rate of Return, Return on Original Investment, Return on Average Investment, Payback Period and Expected Value) techniques for ...Download file to see next pagesRead More
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