| Foreword | p. vii |
| Acknowledgments | p. xi |
| Strategy Implementation: The Responsibility That Makes or Breaks Executives | p. 1 |
| The Challenge of Strategy Implementation | p. 3 |
| What Is Strategy? | p. 5 |
| The Components of Strategy Implementation | p. 6 |
| Strategic Initiatives: The Keys to the Kingdom of Implementation Success | p. 8 |
| Seizing the Unknown | p. 10 |
| Do You Know Where You Stand? | p. 11 |
| Killers of Strategy Implementation | p. 12 |
| Your Role in Strategy Implementation | p. 15 |
| Notes | p. 17 |
| Surveying the Initiative Landscape | p. 19 |
| The Executive Role in Strategic Initiative Identification | p. 21 |
| Strategic Initiative Checklist | p. 24 |
| Definition of Strategic Initiatives | p. 28 |
| Developing the Strategic Master Project Plan | p. 29 |
| Strategy Implementation Initiatives: A Case Study | p. 30 |
| The Initiative Identification Process | p. 33 |
| Preventing Initiative Overload | p. 37 |
| How Healthy Is Your Project Portfolio? | p. 40 |
| Establishing an Optimal Project Portfolio | p. 41 |
| A Platform for Optimal Project Portfolio Creation | p. 41 |
| The Optimal Project Portfolio (OPP) Process | p. 43 |
| Creating an Optimal Project Portfolio: A Case Study | p. 54 |
| A Word on Focus | p. 57 |
| Structuring for Strategic Success | p. 59 |
| Aligning Initiative Structure with Traditional Structure | p. 61 |
| Selecting an Initiative-Supportive Structure | p. 62 |
| What Is a Project Office and Why Is It Useful? | p. 65 |
| What Else Can You Do to Create a Structure That Supports Initiatives? | p. 71 |
| Aligning the Organization Structure: A Case Study | p. 71 |
| Comment | p. 76 |
| Creating a Can-Do Culture | p. 77 |
| What Is "Culture"? | p. 78 |
| How Can a Culture Support Projects? | p. 82 |
| Establishing a Supportive Project Culture: A Case Study | p. 95 |
| Your Unique Culture | p. 100 |
| Comment | p. 101 |
| Notes | p. 101 |
| Engaging Project Teams | p. 103 |
| The Program Director: The Team Owner | p. 105 |
| The Project Sponsor: The Team's General Manager | p. 106 |
| The Steering Team and/or Portfolio Management Committee: The Team's Board of Directors | p. 109 |
| The Project Manager: The Team's Coach | p. 110 |
| The Project Team: The Players | p. 113 |
| The Target Population: The Fans | p. 114 |
| The Project Management Facilitators: The Advisors | p. 115 |
| Software: A Different Kind of Team Member | p. 116 |
| Project Roles: A Case Study | p. 117 |
| A Word on Structure | p. 119 |
| Your Roles | p. 120 |
| Comment | p. 121 |
| Notes | p. 121 |
| Using a Common Process to Manage Initiatives | p. 123 |
| The Need for a Common Language | p. 124 |
| Selecting a Common Process | p. 126 |
| Process Details: What Do You Need to Know? | p. 127 |
| Introducing a Process to Deliver Strategic Initiatives: A Case Study | p. 128 |
| Comment | p. 132 |
| Notes | p. 132 |
| Monitoring Initiatives | p. 133 |
| Initiative Reporting: Pitfalls to Avoid | p. 136 |
| The Dimensions of Project Monitoring | p. 139 |
| Principles of Monitoring and Control | p. 141 |
| The Five Elements of Initiative Reporting | p. 142 |
| The Initiative Reporting Process | p. 149 |
| The "Project Passport": A Tool for Optimizing Project Decision Making | p. 152 |
| Are Your Project and Program Management Processes Working? | p. 154 |
| Comment | p. 156 |
| Notes | p. 157 |
| World-Class Strategy Implementation | p. 159 |
| Where Should You Start? | p. 161 |
| Comment | p. 163 |
| An Initiative Management Process | p. 165 |
| Project Definition | p. 166 |
| Project Planning | p. 170 |
| Project Implementation | p. 175 |
| Project Communication | p. 177 |
| Building Your Project Management Process | p. 178 |
| Notes | p. 181 |
| Diagnosing Your Initiative Execution | p. 183 |
| Do Our Project Results Meet My Expectations? | p. 184 |
| Do We Initiate the Projects That We Need? | p. 184 |
| Do We Have the Right Quantity and Mix of Projects in Our Portfolio? | p. 185 |
| Does Our Organization Structure Support Optimum Initiative Execution? | p. 186 |
| Do We Have an Initiative-Friendly Culture? | p. 187 |
| Do We Establish Appropriate Project Roles? | p. 188 |
| Do We Have a Robust, Practical Initiative Management Methodology? | p. 189 |
| Do We Effectively and Efficiently Monitor and Report on Initiative Performance? | p. 190 |
| Do Others See Your Situation the Same Way? | p. 190 |
| Index | p. 191 |
| Table of Contents provided by Ingram. All Rights Reserved. |
