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In researching what makes for successful project sponsorship, the authors used a project life cycle model with four stages: (1) initiating -from the preliminary idea through approved charter; (2) planning -from approved charter through approved project plan; (3) executing -from approved project plan through acceptance of major deliverables; and (4) closing -from acceptance of major deliverables through final completion. Project success historically has been defined by the "iron triangle"of cost, schedule and performance. The authors use a broader definition based on three success factors. The first success factor involves impact on the project's customers, which is almost always the most important success measure. The second success factor involves meeting agreements: Was the project completed on time, on budget and to specifications? The third success factor is tied to the future benefits to the company, be they new technology, new products, new markets and/or commercial success. The authors conducted separate studies of each project life-cycle stage, using literature reviews, focus groups, surveys and factor analysis in order to examine sponsor behavior and project success factors. For each stage, they found that two or three behaviors had a significant impact on the project success factors. In the initiating stage, the important behaviors for executive sponsors involve setting performance goals for the project, selecting and mentoring the project manager and establishing priorities. In the project's planning stage, the key sponsor behaviors are ensuring planning and developing relationships with stakeholders.

Strategic Leadership of Portfolio and Project Management is an eight-chapter book written by Timothy J. Kloppenborg, the Castellini Distinguished Professor of Management at Xavier University, Cincinnati, Ohio, and Laurence J. Laning, a thirty-year IT executive who also teaches at Xavier. The book was published in January of 2012 by Business Expert Press. Written for executives, managers, and students of strategic management, the text addresses the gap between executives who determine strategy and the project managers who implement it. The authors advise leadership teams on implementing strategy through identifying, selecting, prioritizing, resourcing, and governing an optimal combination of projects that collectively helps them achieve their strategic goals. The book also guides executives about what they need to do at each project stage and how they can ensure project managers understand fully how their projects contribute to overall strategy. Further, the authors detail how regular reporting and quarterly updates in planning help to ensure results; propose proven, simple methods of collecting integral data; examine effective decision making methods; and explain how portfolio and project decisions must be made based on data using reliable analytical methods. Chapter 1 introduces the central issue of the book: addressing the gap between executives who determine strategy and the managers who implement it. The four sets of competing objectives of executives and managers are described. The authors consider how each project proceeds through a life cycle and how a project's success is determined. The need for standards and the roles executives perform in leading an organization's portfolio of projects are introduced. The chapter concludes with an overview of the other chapters in the book.

Strategic Leadership of Portfolio and Project Management is an eight-chapter book written by Timothy J. Kloppenborg, the Castellini Distinguished Professor of Management at Xavier University, Cincinnati, Ohio, and Laurence J. Laning,a thirty-year IT executive who also teaches at Xavier. The book was published in January of 2012 by Business Expert Press. Written for executives, managers, and students of strategic management, the text addresses the gap between executives who determine strategy and the project managers who implement it. The authors advise leadership teams on implementing strategy through identifying, selecting, prioritizing, resourcing, and governing an optimal combination of projects that collectively helps them achieve their strategic goals. The book also guides executives about what they need to do at each project stage and how they can ensure project managers understand fully how their projects contribute to overall strategy. Further, the authors detail how regular reporting and quarterly updates in planning help to ensure results; propose proven, simple methods of collecting integral data; examine effective decision making methods; and explain how portfolio and project decisions must be made based on data using reliable analytical methods. Chapter 2 discusses portfolio management, or how to select the ideal set of projects and other work that collectively help an organization reach its goals. First, portfolio management is defined and its components described including: identifying, selecting, prioritizing, resourcing, and governing the organization's work. Then methods for accomplishing and evaluating portfolio management are detailed and are demonstrated using a case study.

Strategic Leadership of Portfolio and Project Management is an eight-chapter book written by Timothy J. Kloppenborg, the Castellini Distinguished Professor of Management at Xavier University, Cincinnati, Ohio, and Laurence J. Laning,a thirty-year IT executive who also teaches at Xavier. The book was published in January of 2012 by Business Expert Press. Written for executives, managers, and students of strategic management, the text addresses the gap between executives who determine strategy and the project managers who implement it. The authors advise leadership teams on implementing strategy through identifying, selecting, prioritizing, resourcing, and governing an optimal combination of projects that collectively helps them achieve their strategic goals. The book also guides executives about what they need to do at each project stage and how they can ensure project managers understand fully how their projects contribute to overall strategy. Further, the authors detail how regular reporting and quarterly updates in planning help to ensure results; propose proven, simple methods of collecting integral data; examine effective decision making methods; and explain how portfolio and project decisions must be made based on data using reliable analytical methods. In Chapter 3, the authors discuss the duties, motivations, and challenges of executives serving as a project sponsors. Executive sponsorship is defined and the responsibilities of a sponsor at each stage in the project life cycle are detailed. The chapter also examines the few select behaviors and high value activities executive sponsors can perform at each stage of a project to increase the probability of project success.

Strategic Leadership of Portfolio and Project Management is an eight-chapter book written by Timothy J. Kloppenborg, the Castellini Distinguished Professor of Management at Xavier University, Cincinnati, Ohio, and Laurence J. Laning,a thirty-year IT executive who also teaches at Xavier. The book was published in January of 2012 by Business Expert Press. Written for executives, managers, and students of strategic management, the text addresses the gap between executives who determine strategy and the project managers who implement it. The authors advise leadership teams on implementing strategy through identifying, selecting, prioritizing, resourcing, and governing an optimal combination of projects that collectively helps them achieve their strategic goals. The book also guides executives about what they need to do at each project stage and how they can ensure project managers understand fully how their projects contribute to overall strategy. Further, the authors detail how regular reporting and quarterly updates in planning help to ensure results; propose proven, simple methods of collecting integral data; examine effective decision making methods; and explain how portfolio and project decisions must be made based on data using reliable analytical methods. Chapter 4 describes the role, duties, and leadership skills required of executives when supervising a project manager. The responsibilities of a project manager are examined at each project stage so that an executive can understand the different roles a project manager plays as opposed to those of a functional manager. The specific task and coaching responsibilities of a project executive are also discussed at each stage of the project life cycle.

Strategic Leadership of Portfolio and Project Management is an eight-chapter book written by Timothy J. Kloppenborg, the Castellini Distinguished Professor of Management at Xavier University, Cincinnati, Ohio, and Laurence J. Laning,a thirty-year IT executive who also teaches at Xavier. The book was published in January of 2012 by Business Expert Press. Written for executives, managers, and students of strategic management, the text addresses the gap between executives who determine strategy and the project managers who implement it. The authors advise leadership teams on implementing strategy through identifying, selecting, prioritizing, resourcing, and governing an optimal combination of projects that collectively helps them achieve their strategic goals. The book also guides executives about what they need to do at each project stage and how they can ensure project managers understand fully how their projects contribute to overall strategy. Further, the authors detail how regular reporting and quarterly updates in planning help to ensure results; propose proven, simple methods of collecting integral data; examine effective decision making methods; and explain how portfolio and project decisions must be made based on data using reliable analytical methods. Chapter 6 discusses the role of the Chief Information Officer and provides a practical overview of information technology and its purposes in business. Significant recent developments in IT and techniques for designing IT enterprise architecture are examined. The chapter shows how the CIO works with other executives to define a strategic IT master plan, and concludes with a presentation on best practices regarding the use of IT consultants and IT vendor companies. The chapter contains three appendices that discuss technology basics (software, hardware, telecommunications, the internet 1.0 and 2.0, and databases), IT global standards, and commercial software contracting basics.

Strategic Leadership of Portfolio and Project Management is an eight-chapter book written by Timothy J. Kloppenborg, the Castellini Distinguished Professor of Management at Xavier University, Cincinnati, Ohio, and Laurence J. Laning,a thirty-year IT executive who also teaches at Xavier. The book was published in January of 2012 by Business Expert Press. Written for executives, managers, and students of strategic management, the text addresses the gap between executives who determine strategy and the project managers who implement it. The authors advise leadership teams on implementing strategy through identifying, selecting, prioritizing, resourcing, and governing an optimal combination of projects that collectively helps them achieve their strategic goals. The book also guides executives about what they need to do at each project stage and how they can ensure project managers understand fully how their projects contribute to overall strategy. Further, the authors detail how regular reporting and quarterly updates in planning help to ensure results; propose proven, simple methods of collecting integral data; examine effective decision making methods; and explain how portfolio and project decisions must be made based on data using reliable analytical methods. In Chapter 7 the authors discuss the analysis of data in making strategic decisions. Techniques to define, collect, clean, and analyze high quality data are examined. A selection of simple yet powerful analytical techniques to better make strategic decisions is provided. The chapter contains two appendices discussing additional quantitative and qualitative analytical techniques.

Strategic Leadership of Portfolio and Project Management is an eight-chapter book written by Timothy J. Kloppenborg, the Castellini Distinguished Professor of Management at Xavier University, Cincinnati, Ohio, and Laurence J. Laning,a thirty-year IT executive who also teaches at Xavier. The book was published in January of 2012 by Business Expert Press. Written for executives, managers, and students of strategic management, the text addresses the gap between executives who determine strategy and the project managers who implement it. The authors advise leadership teams on implementing strategy through identifying, selecting, prioritizing, resourcing, and governing an optimal combination of projects that collectively helps them achieve their strategic goals. The book also guides executives about what they need to do at each project stage and how they can ensure project managers understand fully how their projects contribute to overall strategy. Further, the authors detail how regular reporting and quarterly updates in planning help to ensure results; propose proven, simple methods of collecting integral data; examine effective decision making methods; and explain how portfolio and project decisions must be made based on data using reliable analytical methods. Chapter 8 highlights the key learnings and takeaways from each chapter and presents ideas for implementing the authors' ideas within an organization.