Ce volume est le premier d'une série de 5 ouvrages intitulée " Les essentiels du management de projet ". Il est consacré aux notions de base en management de projets, de programmes et de portefeuilles. Il ambitionne de permettre au lecteur d'avoir une vision synoptique de la problématique du management de projets, de programmes et de portefeuilles. En 5 chapitres, il rappelle les définitions (issues du "Dictionnaire de management de projet" – AFNOR éditions) et les principaux concepts. Le chapitre 6 est tout entier consacré aux normes et référentiels du management de projet, ainsi qu'aux modèles de maturité.
Managing Change in Organizations: A Practice Guide is unique in that it integrates two traditionally disparate world views on managing change: organizational development/human resources and portfolio/program/project management. By bringing these together, professionals from both worlds can use project management approaches to effectively create and manage change. This practice guide begins by providing the reader with a framework for creating organizational agility and judging change readiness.
Ce volume est le deuxième d'une série de 5 ouvrages intitulée " Les essentiels du management de projet ". Il traite de l'organisation et de la gouvernance d'un projet, d'un programme et d'un portefeuille ; il explique comment prendre en compte tous les facteurs humains et la façon de les organiser pour que le projet (programme ou portefeuille) atteigne ses objectifs et soit un succès.
Project Portfolios in Dynamic Environments: Organizing for Uncertainty is a comprehensive report of research that addresses this important, rising issue. Authors Yvan Petit and Brian Hobbs present the results of their investigation in a report that significantly advances the theory and also offers tips for practice. Currently, those applying project portfolio management tend to focus on the selection, prioritization, and strategic alignment of projects. Little attention is afforded the potential disturbances to project portfolios such as new projects, terminated projects, delayed projects, incorrect planning due to high uncertainty, and changes in the external environment. Yet, these factors can have highly disruptive, even show-stopping influence. This research seeks to answer: How is uncertainty affecting project portfolios managed in dynamic environments?
Cet ouvrage met en perspective la gestion de portefeuille de projets avec le pilotage des investissements IT et la compétitivité de l'entreprise. Il offre une présentation détaillée et opérationnelle des différentes facettes d'une gestion de portefeuille de projets. Quels processus et quelle organisation mettre en oeuvre ? Comment faire les bons choix en termes d'arbitrage ? Quels critères d'analyse utiliser ? Comment prendre en compte la gestion du patrimoine ? Comment piloter le portefeuille pour garantir le respect de la qualité, des coûts et des délais ? Les réponses et les approches sont enrichies de retours d'expérience d'une douzaine de directions des systèmes d'information majeures, afin de mieux appréhender les enjeux et l'intérêt d'une gestion de portefeuille de projets dans un contexte de performance économique de la DSI et de l'entreprise.
La progression des chefs de projet en matière de gestion par projet, la mise en place de méthode et d'outils au sein des équipes posent maintenant la question aux managers et aux directeurs de projet qui se trouvent à la tête de portefeuilles : comme
The CGIAR Initiative on Climate Resilience is geared towards Building Systemic Resilience against Climate Variability and Extremes in developing countries including Guatemala, Kenya, Morocco, the Philippines, Sri Lanka, Senegal, and Zambia. The initiative has four work packages: 1). De-risking agriculture production systems and livelihood from climate change, 2). Building production system resilience recognizing the linkages of climate, agriculture, security, and peace; 3). Developing adaptation instruments to inform policy and investments, and 4). Multiscale governance for transformative adaptation. Work Package 4 (WP4) expects to set up a bottom-up polycentric governance framework for multiscale transformative adaptation and targeted climate investments. WP4 has three components: A). Setting up a polycentric governance model and a “leave no one behind” indicator framework, and developing B). a climate smart governance dashboard to empower farmers, communities, and policy planners to plan and implement bottom-up integrated climate and water risk management interventions, and C) AWARE platform for early warning, early action, and early finance to promote integrated multiscale institutional responses to climate shocks. The Initiative Prospective Agricole et Rurale (IPAR) is supporting the International Water Management Institute (IWMI) in implementing component A of ClimBeR. This report outlines the steps undertaken in mapping adaptation interventions in Senegal as part of ClimBeR activities towards developing a bottom-up polycentric governance model for transformative multi-scale adaptation and timely targeted climate investments. The mapping exercise the review of published grey and peer-reviewed literature and interviews with key stakeholders in national structures involved in food security, climate change and/or governance of early warning systems. The IPAR team mapped 31 adaptation interventions and identified the stakeholders involved in the planning and implementation of the interventions, the geographic focus of the interventions and intended/target beneficiaries of the interviews. All the mapped intervention focused on food security with households and smallholder farmers as primary target beneficiaries. Different institutions, including government agencies and ministries, and development partners and non-govermental organisations are involved in planning and implementation of climate change adaptation in Senegal. The mapping activities, however, revealed that although the institutions identified through this mapping exercise share similar project goals and are involved in similar projects, they use different operational and institutional frameworks resulting in the lack of harmonization of tools deployed in assessing the orientation of the various interventions and duplication of interventions. The lack quality climate data was also identified as a barrier to decision making and governance of adaptation planning and implementation. Ensuring that all stakeholders across all administrative levels and sectors have the same level of information to guide their action is critical in coordinating efforts in enhancing climate adaptation action. Furthermore, a robust governance mechanism to support the governance of adaptation interventions in Senegal remain urgent priorities. Deepening these governance structures that enables cross-sectoral and multi-stakeholder collaboration is critical in enhancing progress in adaptation planning and implementation in Senegal. Mainstreaming of climate change adaptation into national, sectoral and local level policies and budgeting are important enablers of in the governance of climate adaptation.
