Jouko vaskimo

EXTENDED PROJECT, PROGRAM AND PORTFOLIO

MANAGEMENT FRAMEWORKNASA Project Management Challenge 2012

February 22 – 23, 2012Jouko Vaskimo

[email protected]

CONCEPTS:

• The following concepts are used in this presentation as defined by the Merriam-Webster on-line dictionary (www.merriam-webster.com):

• framework: a basic conceptional structure (as of ideas); a skeletal, openwork, or structural frame

• methodology: a body of methods, rules, and postulates employed by a discipline; a particular procedure or set of procedures

• endeavor: serious determined effort; activity directed toward a goal; enterprise

• The term framework is used to refer to a conceptual structure, comprising functional principles, ideological arrangements and/or graphic illustrations forming a platform on which project, program and/or a portfolio management methodologies may be based.

• The term methodology is used to refer to a system of recognized tools, processes and practices, typically based on a given conceptual framework while targeting to enhance project and/or program and/or portfolio effectiveness and to increase the probability of success, applied in a coherent and coordinated way to obtain benefits not available from employing them individually.

• The term endeavor is used to refer to a project, a program, or a portfolio in general, especially when referring to any one of them. In this presentation endeavor is most often used to replace the expression project and/or program and/or portfolio.

© Jouko Vaskimo 2012

TYPICAL PROJECT MANAGEMENT METHODOLOGIES (1 / 6)

(source: www.aiglu.org) © Jouko Vaskimo 2012


(source: PMI: PMBOK Guide, 4th ed, 2008) © Jouko Vaskimo 2012

(source: PMI: PMBOK Guide, 4th ed, 2008)



“As a foundational reference, this standard is neither complete nor

all-inclusive. This standard is a guide rather than a methodology.

One can use different methodologies and tools to implement the framework.”

(PMI: PMBOK Guide, 4th ed, 2008, page 4)


(source: www.nl.wikipedia.org) © Jouko Vaskimo 2012

//upload.wikimedia.org/wikipedia/commons/b/b9/Proces_model_Prince2.PNG


(source: www.riskadvicesolutions.com.au) © Jouko Vaskimo 2012


(source: www.projects.staffs.ac.uk) © Jouko Vaskimo 2012


(source: www.merrionit.com) © Jouko Vaskimo 2012

TYPICAL CHALLENGES WITH FRAMEWORKS:

1. Challenges with the basic concepts of project management, program management and portfolio management deteriorate methodology foundation.

2. Challenges comprehending and communicating the differences between performing tasks to achieve intended results, and managing the performing of these tasks result in methodologies with limited capacity to distinguish between the two.

3. Challenges communicating the connection between a framework and appropriate components of a methodology, and how to develop, operate and maintain a methodology on the provided platform result in lack of connection between the framework and the methodology, and inadequate methodology structure.

4. Challenges understanding and communicating all pure generic project management, all pure generic program management, and all pure generic portfolio management is the same, respectively, if all business area, discipline, and life cycle related details are filtered out result in methodologies with highly specific and/or highly generic structures and contents, and a tradition of specialized endeavor management groups, each one assuming their concepts and procedures are unique, and impossible to understand, implement and develop outside the group.


TYPICAL CHALLENGES WITH METHODOLOGIES:

1. Methodologies treating and referring to the three basic concepts inconsistently and illogically endanger endeavor management performance.

2. Methodologies making it difficult, if not impossible for endeavor staff and stakeholders to distinguish between performing tasks, and managing the performing of tasks, jeopardize planning and controlling the time and resources for performing tasks and managing the performing of tasks.

3. Methodologies having less than optimum connection to a framework, and vice versa, result in less than optimum management performance, and frameworks beings used, as opposed to a methodology, to organize and support endeavor management.

4. Methodologies with highly specific structures and contents are likely to provide excellent organization and support, however, likely require substantial time and resources to establish, operate and maintain, and sometimes turn out “over specific”.

Methodologies with highly generic structures and contents are likely to require little time and resources to establish, operate and maintain, however, they only provide limited organization and support.

Methodologies mandating specialized endeavor management groups may create competing organizational subcultures and beliefs, and reduce the flexibility necessary to efficiently allocate management staff to endeavors.


THE EXTENDED FRAMEWORK IS EXPECTED TO …

1. Enhance the understanding of the concepts of project management, program management and portfolio management, and especially the differences between the three. This offers a foundation for excellent endeavor management performance.

2. Highlight the differences between performing tasks to achieve an intended result, and managing the performing of these tasks. This allows balancing the time and resources spent on performing tasks and managing the performing of tasks.

3. Enable organizing individual methodology components in to complete methodologies.

4. Demonstrate all project management, all program management, and all portfolio management is alike, respectively, when all business area, discipline, and life cycle related issues are filtered out. This helps in providing a modular methodology structure, ensuring an appropriate level of organization and support, and combining any/all specialized endeavor management groups into one.

5. Provide a project, program and portfolio management methodology platform which: • Exerts maximum explanatory power in to project, program and portfolio management• Clarifies the complexity often associated with project, program and portfolio management• Avoids introducing any new complexity into project, program and portfolio management• Offers a platform for modular combining of framework and methodology components• Paints an understandable “big picture” of project, program and portfolio management


• Software development• Project delivery• Maintenance & hosting set-up

managementmodules

life-cycle modules


• Software development• Project delivery• Maintenance & hosting set-up

life-cycle modules


managementmodules

TYPICAL PM METHODOLOGY

(adapted from: www.merrionit.com)

EPI C


PROJECT MANAGEMENT MODULE

(adapted from: PMI: PMBOK Guide, 4th ed, 2008)

EPI C


PROGRAM MANAGEMENT MODULE

(adapted from: PMI: Program Management Standard, 2nd ed, 2008)

PI CE


PORTFOLIO MANAGEMENT MODULE

(adapted from: PMI: Portfolio Management Standard, 2nd ed, 2008)

EPI C


SOFTWARE DEVELOPMENT BUSINESS AREA MODULE


PROJECT DELIVERY BUSINESS AREA MODULE


MAINTENANCE & HOSTING SET-UP BUSINESS AREA MODULE


WATERFALL LIFE-CYCLE MODULE

I

P

C

E

(adapted from: www.aiglu.org) © Jouko Vaskimo 2012

V LIFE-CYCLE MODULE

(adapted from: www.aiglu.org)

I

P1

C

E1

P2

P3

E2

E3


XP a.k.a. INCREMENTAL / ITERATIVE LIFE-CYCLE MODULE

Exploration

Planning

Iteration

Release

I

P

E

C

En

Ready to release ?

iteration

increment


AGILE a.k.a. SCRUM LIFE-CYCLE MODULE

(adapted from: www.websupercomputer.blogspot.com)

I

P

E

C

I

P

E

C


SPIRAL a.k.a. ONION LIFE-CYCLE MODULE

(adapted from: www.aiglu.org)

PI

C

II

P

P

E

E

C


http://www.aiglu.org/aiglu_documentations/agile-introduction/image004.png?attredirects=0

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In case you have further interest in this material, kindly contact me at [email protected].


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Jouko vaskimo