Every organization must find the right balance between opportunities and threats in managing its risks. M_o_R takes a best practice approach, which offers a structured and effective framework for risk management. Its aim is to help organizations to achieve their objectives by first identifying the risks, and then choosing the right response to the threats and opportunities that are created by uncertainty. This publication is invaluable across all organizational activities from strategic, programme, project or operational perspectives. Key features: a standard reference for risk management. A framework of best practice principles and concepts drawn from latest experiences and proven practice in risk management. The basis of the examination of individuals to obtain certification to show their level of knowledge and understanding of the content and application of MoR Note: Project Board to advise on whether material in all the Appendices are intended to be examinable.

Management of Risk: Guidance for Practitioners (M_o_R)

Business & Money

AXELOS

Insurance

TSO, The Stationery Office

This core guidance from OGC is for the people who are charged with maximizing the value of resources invested to get the best financial and non-financial benefits from programmes and projects. It is aimed at those with responsibility for directing programmes and projects as well as managing them through to delivery. While recognising the subjective nature of value, the guidance includes a workable definition together with a set of principles and themes that underpin the concepts of value management. These are complemented by description of the processes and techniques that provide a practical approach to getting results from managing value.

Management of Value

Business Culture

The guide provides clear and unambiguous guidance to value management. It is the first cross-sector and universally-applicable guidance on how to maximise value in a way that takes account of an organisations' priorities, differing stakeholder needs and, at the same time, the use of resources as efficiently and effectively as possible.

An Executive Guide to Management of Value

The guide provides practical guidance for managers of portfolios and those working in portfolio offices as well as those filling portfolio management roles outside a formal PfMO role. It will be applicable across industry sectors. It describes both the Portfolio Definition Cycle (identifying the right, prioritised, portfolio of programmes and projects) and the Portfolio Delivery Cycle (making sure the portfolio delivers to its strategic objectives). Key features: Describes the links between Strategy and Project Portfolio Management - two way linkages between strategy and portfolio management; approaches to assessing the portfolio's strategic contribution ranging from the simple to the sophisticated. In-flight delivery at a portfolio level (focuses on ongoing decision making and use of a project / programme pipeline in line with governance and decision making). Also encompassing resource and dependency management. Benefits Management at a portfolio level - embedding a focus on value as well as delivery, throughout the portfolio process from investment appraisal through to benefits realisation. Organisational Energy (highlighting the critical nature of the collective effort of people working in the organisation and how that effort can be channelled to ensure strategic objectives are realised). This will also inform understanding about how to make the case for Portfolio Management and how to implement it effectively. Governance (defining the type of decisions that need to be taken by the 'right' people at the 'right' level and ensuring management board are involved suitably throughout). Portfolio Definition Detailed Processes (further information of the processes and their objectives with examples of how this works in a variety of settings). Portfolio Delivery Detailed Processes (further information of the processes and their objectives with example of how this works in a variety of settings).

Management of Portfolios (Managing Successful Portfolios)

ITIL Service Strategy: 2011 (ITIL Lifecycle Suite)

Portfolio, programme and project offices are widely used to support best-practice in organizations of all sizes, across public and private sectors. This Portfolio, Programme and Project Offices (P3O®) publication builds on the references in PRINCE2®, Managing Successful Programmes (MSP®), and Management of Risk (M_o_R®) and Management of Portfolios (MoP®) to provide a single information source for organizations or individuals wishing to set up or maintain an effective delivery support office. Portfolio, Programme and Project Offices describes how to create tailored governance and support structures for managing portfolios, programmes and projects. It includes guidance for building a business case, and funding models for set-up and ongoing costs. Different types of office are considered, together with the roles and services that may be carried out.

Portfolio, Programme and Project Offices (P3O®)

Aligned to the latest ITIL guidance and the Managing Across the Lifecycle (MALC) syllabus, this study aid from the Official Publisher of ITIL provides guidance to support students as they prepare for their MALC qualification. Designed to support accredited training, this publication contains guidance on how to prepare for your course and the exam, and includes a sample case study and practice questions to test your knowledge. Beyond the exam, it provides guidance and support as you concentrate on applying the service lifecycle to the IT service management challenges, improvements, programmes and projects within your own organization. It is recommended reading for anyone interested in furthering their understanding of ITIL and IT service management.

Passing Your Itil Managing Across the Lifecycle Exam Book

The Stationery Office

Portfolio, Programme and Projects Offices (P3o) Pocketbook [paperback] Axelos [Jun 30, 2014]

Portfolio, Programme and Projects Offices (P3o) Pocketbook

The Stationery Office/Tso

Business change managers are critical to delivering strategic change. This survival guide provides specific and practical advice on how to be an effective business change manager. It applies Managing Successful Programmes (MSP) principles to real-life scenarios. Offering a complete overview of the business change manager role, this guide explains the function and responsibilities and how the role relates to other key players within an MSP programme structure. Key features: 3 types of MSP programmes - vision-led, emergent and compliance; impact of programme types; MSP framework and concepts; Benefits of using MSP; governance themes. Aligned to the 2011 edition

MSP Survival Guide for Business Change Managers

Rod Sowden

Service offerings and agreements: ITIL 2011 intermediate capability handbook (pack of 10)

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