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Conclusions under Chapter 3.

Now there is no uniform approach to management Ur the companies. The expert in the given area allows to find out the analysis of the best, that most effectively strategy Ur the companies is realised when the company management recognises the high status of a question (and, it not only is declared, but also it is reflected in organizational structure and company business processes), and simultaneously with it in processes of formation and strategy realisation the staff of the company is involved. Thus, necessity of the co-ordinating centre having sufficient authorities is obvious.

the author of dissertational research suggests to use controlling mechanisms projects for activity realisation in a part Ur. Thus for most efficient control in strategic office of management of projects the manager of a portfolio Ur the companies which answers on the one hand for interaction between office of management of projects and the maximum of managements of the company regarding a sustainable development, and on the other hand - for coordination of the projects entering into a portfolio of projects of a sustainable development should be entered.

Variants of a portfolio of projects

Restrictions on a portfolio

Strategic office of management of projects

Top management

the Portfolio for realisation

Statement and revision

Interpretation of the purposes

the Information under projects

the Manager of a portfolio Ur

strategic targets


Design initiatives

Interpretation of the purposes

Functional divisions

Drawing 66. Cast in formation of a portfolio of projects Ur the companies

the Mechanism of formation of a portfolio of projects Ur should be co-ordinated with the general scheme of management of a portfolio of projects in the company. Accordingly, the methods used for selection of projects in the general portfolio of projects of the company, will be applied and to selection of projects Ur. It can be the expert, optimising, mixed models. Application of methods of selection of projects acting in the company for formation of a portfolio of projects Ur will allow to use the company knowledge base, to extend existing experts to new fields of knowledge, effectively to apply skills of employees of design office.

in the given chapter the method of consecutive optimisation of a portfolio of projects Ur has been offered, however for integration of such approach in practice the high level of quality of management Ur in the company is required: Reporting system on a company sustainable development, a quantitative estimation of separate projects, and, most an important point, - interest of a management in realisation of strategy Ur and its results.

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A source: PERTSEVA Elena Jurevna. REALIZATION OF THE CONCEPT OF THE SUSTAINABLE DEVELOPMENT OF THE COMPANY ON THE BASIS OF DESIGN-PORTFELNOJ METHODOLOGY. 2013

More on topic Conclusions under Chapter 3.:

  1. Conclusions under chapter 2
  2. Conclusions under Chapter 1.
  3. Conclusions under chapter 1
  4. Conclusions under chapter 2
  5. Conclusions under the chapter II
  6. CONCLUSIONS ON THE SECOND CHAPTER
  7. Conclusions on chapter 1
  8. CONCLUSIONS ON CHAPTER 1
  9. Conclusions under chapter 1
  10. Conclusions under chapter 2
  11. Conclusions on the third chapter
  12. Conclusions under chapter 3
  13. CONCLUSIONS ON CHAPTER 1
  14. Conclusions under chapter 2
  15. Conclusions under chapter 3
  16. Conclusions under chapter 1
  17. Conclusions under the First chapter
  18. Conclusions on the fourth chapter
  19. Conclusions to the Chapter I