Management Overview
All Management articles.
Enterprise Performance Management (EPM)
Enterprise Performance Management (EPM) is a disciplined, enterprise-wide operating framework that enables organizations to translate strategy into sustained results. It integrates strategy, execution, performance insight, and accountability into a single, coherent system for managing what matters most—continuously, not episodically. EPM is not a reporting process, a technology implementation, or a collection of improvement initiatives. It is a leadership-driven management discipline that defines how performance is assessed, prioritized, discussed, and improved across the enterprise. In an effective EPM system, performance is actively managed as part of normal leadership cadence, rather than reviewed retrospectively after results are already fixed.
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agile Enterprise Portfolio Management
In today’s high competitive environment it is difficult to be fully responsive to rapidly changing markets. Organisations must be able to handle growing business demand with tight resources and streamline the avalanche of new ideas and requests. “Back-door” requests, that consume both financial and human resources, without delivering appropriate business value, should be expelled. To continuously control whether the highest business priorities are worked on, an agile Demand Processes to evaluate, prioritize, and resolve the business demand should be implemented.
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agile Enterprise Release Management
Simply releasing software does not suffice in business-critical highly integrated environments where ICT Service is more than just offering an App. Enterprise Release Management (ERM) is an emerging multi-disciplinary governance framework for holistically managing enterprise change and transformation. While ERM has its roots in the software and IT management, it attempts to consider change impacts across the people, process and technology dimensions of the enterprise.
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Enterprise Project Portfolio Management (PPM)
<p>Binnen Project Portfolio Management zijn drie verschillende rollen te onderscheiden die formeel ingevuld moeten worden: Governance, Management, PPM.</p> Deze executive rol neemt de beslissingen, meestal wordt deze ingevuld door de top management teams. Het meest effectief wordt deze rol ingevuld als de "C" niveau executives (CFO, CEO, COO, CIO) deze rol op zich nemen en 2-wekelijks of maandelijks bijeenkomen. De onderwerpen waar zij, met de strategische doelen als leidraad, beslissingen over nemen zijn onder andere:
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ICT Product and Service Life Cycle Management
In the world of IT, creating a solution is a fraction of the cost – maintaining and evolving it, keeping up with changing business needs and shifting technologies is costly. Traditional accounting practices add to the load as depreciation of capital expenditures creates an on-going drag on funding sources. So, ensuring that life cycle costs are taken into account with the initial investment, and managing product life cycles to ensure that necessary investments are made, and unnecessary products and services are retired in a timely fashion is a key Product and Service Management function. Also, maximizing ‘reuse’ of products and services – “why bring in yet another Customer Relationship Management system when we already have three” is a common refrain that often goes unanswered. Finally, understanding cost drivers, and influencing business behaviour towards ‘responsible’ consumption of IT products and services is an important part of the demand management equation. ICT demand management aims to forecast, size and influence customer demand for ICT services (existing, improved or new) to understand in advance how to best meet the needs and expectations of customers, clients, partners, and enablers with business constraints (supply).
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ICT Project Portfoliomanagement
Tot op heden wordt portfoliomanagement binnen IT voornamelijk toegepast op projecten (zie onder andere Kersten, 2003, 2004). Daarbij worden projecten
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IT asset life cycle management
IT assets are property or other items of worth (both tangible and intangible) that contribute to delivering or producing IT services. These assets are managed by IT asset management (ITAM) using two types of inventory: • Logistical (including stock management)
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Management in the cloud
Plenty of organisations do not only compute in the cloud, but also have their management operating in the cloud. This phenomenon is called disconnected leadership. Managers who cannot make the organisation understand and follow their vision (or lack of it) are susceptible to becoming disconnected from reality. These managers pursue and sell totally unrealistic goals, unfeasible for their staff and themselves, as will be unveiled over time.
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Procedures are killing individual initiative
> Processes should be the guard rail (preventive), not the train rail (prescriptive). ---
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Product-based Project Planning
Breakdown structures are deliverable-oriented decompositions of a product or set of activities into smaller, logically structured components. Breakdown structures can be organized by:
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Programma, projecten en activiteiten
Veranderinitiatieven zijn te onder te verdelen in projecten en activiteiten, waarbij een programma voor de overkoepelende (strategische) samenhang kan zorgen. Een programma is een verzameling van samenhangende initiatieven (projecten en/of activiteiten) die één of meerdere gedefinieerde strategische doelstellingen implementeren.
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Verandering Portfolio Management
Elke veranderinspanning binnen een organisatie moet effect hebben en toegevoegde waarde opleveren. Activiteiten die meer kosten dan bijdragen aan een verbeterde organisatie (of verbeterde output), zijn weggegooid geld. Achteraf is dit natuurlijk makkelijk oordelen, lastiger is het om het rendement van een investering in verandering te voorspellen en om te bepalen welke (combinaties van) veranderingen het grootste positieve effect zullen hebben. Om prioriteit aan te kunnen brengen in de veranderingen moet er allereerst een strategische koers bepaald worden. Op het hoogste niveau in een organisatie zijn een scherpe focus en strategische richting nodig om die koers uit te zetten. Het Verandering Portfolio, met daarin geselecteerde verander-initiatieven en –projecten, is een afgeleide van de koers. Visie, missie, waarden en principes, organisatiedoelstellingen en strategische plannen vormen deze strategische koers.
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Why do people feel the urge to become a manager?
With the exception of the public sector, most organisations contain many people who desperately want to become a manager. What drives this urge, especially considering that the majority lack what it takes to actually manage? ➡️ 20 Signs That Your Boss May Be a Psychopath
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Why Strategy Fails Without Enterprise Performance Management
Enterprise Performance Management: Turning Strategy Into Sustained Execution Enterprises today are under constant pressure to deliver results while navigating growing complexity, faster market cycles, and rising stakeholder expectations. Most organizations are not short on ambition. Strategies are often sound, leadership teams capable, and investments substantial.
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