Actionable Strategies Through Integrated Performance, Process, Project, and Risk Management -- Preface xi -- Acknowledgments xv -- CHAPTER 1 -- Strategic Activity Management 1 -- Fast Industries 1 -- In High Seas 3 -- Visibility Management 7 -- Execution Management 9 -- Activity Management Silos 11 -- An Integrated Model 12 -- Risk 13 -- Performance 15 -- Project Portfolio 16 -- Process 18 -- Strategic Value-adds 20 -- Systems versus Culture 22 -- Support versus Control 24 -- Summary 26 -- CHAPTER 2 -- Maturity 29 -- Corporate Maturity 30 -- STaRS 30 -- The Pyramid of Organizational Development 32 -- A Business Maturity Model 37 -- PePPR Maturity 40 -- Model Dimensions 40 -- Capability Maturity Models 42 -- Execution Maturity Model 46 -- PePPR and Corporate Maturity 50 -- Accountability 51 -- The Virtual Strategic Management Office 52 -- Summary 54 -- CHAPTER 3 -- Strategy 59 -- A Brief Introduction to Strategy 59 -- What Is Strategy? 60 -- From Goals to Action 61 -- Strategic Planning 63 -- Planning Maturity 64 -- Planning for Control 70 -- Planning for Execution 72 -- Planning Methodologies 78 -- Strategic Analysis 84 -- Classic Analysis 85 -- Modern Analysis 87 -- PePPR Analysis 92 -- Summary 93 -- CHAPTER 4 -- Performance Management 97 -- Performance Measurement Frameworks 99 -- Balance 100 -- Processes 103 -- Stakeholders 106 -- Custom Integration: A Case Study 106 -- Automated Enterprise Performance Management 109 -- Data Warehouses 110 -- Analytics and Business Intelligence 110 -- Latency 111 -- Real-Time Performance Tracking 112 -- EPM and Processes 114 -- Enterprise Performance Management Control 116 -- Scorecards and Dashboards 116 -- Key Performance Indicators 118 -- Extended EPM 122 -- Summary 122 -- CHAPTER 5 -- Process Management 125 -- Business Processes 125 -- Strategic Activity Processes 128 -- Value Chain Processes 128.

Risk-Based Processes 131 -- Performance-Based Processes 133 -- Project Portfolio-Based Processes 134 -- Process Frameworks 136 -- Systems-Based Processes 136 -- Enterprise Quality: Kaizen and Six Sigma 137 -- Supply Chain Management: Global Supply Chain Forum and Supply Chain Operations References 141 -- Information Technology: Information Technology Infrastructure Library and Control Objectives for Information and Related Technology/Val IT 145 -- Enterprise Architectures 149 -- Summary 151 -- CHAPTER 6 -- Project Portfolio Management 155 -- Core Project Portfolio Management 155 -- Strategic Alignment 158 -- Enterprise Portfolio Management Office 158 -- Prioritization 158 -- Balance 160 -- The Project Pipeline 161 -- Portfolio Control 162 -- Portfolio-Level Project Support 166 -- The Complete Project Pipeline 171 -- PePPR Project Portfolio Management 173 -- Process-Based PPM 174 -- Risk-Based PPM 175 -- Performance-Based PPM 176 -- Standards and Frameworks 177 -- P3M3 177 -- OPM3 178 -- Summary 179 -- CHAPTER 7 -- Risk Management 183 -- Operational Risk 183 -- An Enterprise Risk Management Methodology 186 -- Risk Strategy 187 -- Risk Identification 189 -- Risk Assessment 194 -- Risk Mitigation 196 -- Applied Enterprise Risk Management 201 -- Regulatory Risk 201 -- Business Continuity Risk 209 -- Risk and Performance Management 214 -- Summary 215 -- CHAPTER 8 -- Integrated Execution 219 -- Integrated Maturity 219 -- The PePPR Components 219 -- An Integrated View 223 -- PePPR Management Offices 227 -- Siloed PePPR Management Offices 229 -- The Integrated PePPR MO 238 -- Organizational Considerations 241 -- Summary 244 -- List of Acronyms 249 -- About the Author 251 -- Index 253.

This unique resource presents a new look at how the puzzle pieces of corporate dynamics management can fit together to ensure strategic designs are actionable.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2018. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.