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Strategy
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Company
LOGO
DIPLOMA IN PROJECT MANAGEMENT
OPERATIONS, PROJECT, PROGRAM, PORTFOLIO,
STRATEGY AND PMO
Company
LOGO
PE, PMP, PgMP, PME, MCT, PRINCE2 Practitioner.PE, PMP, PgMP, PME, MCT, PRINCE2 Practitioner.
Instructor
Suhail Iqbal
OVERVIEWCONTENT
• Project• Project Management• Program• Program Management• Portfolio• Portfolio Management• Project Management Office (PMO)• Organizational Project Management Maturity (OPM3)
A project is a temporary endeavor undertaken to create a unique product,
service or result.
What is a Project?PROJECTTopic 1.2
Accomplished through the appropriate application and integration of 42
logically grouped project management processes comprising
the 5 process groups.
PROJECT MANAGEMENTTopic 1.3
What is Project Management?
Application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.
PROGRAMTopic 1.4.2
Program Management
A program is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.
Programs may include elements of related work outside of the scope of the discrete projects in the program.
A project may or may not be part of a program but a program will always have projects.
PROGRAM MANAGEMENTTopic 1.4.2
Program Management
Program Management is defined as the centralized coordinated management of a program to achieve the program’s strategic objectives and benefits.
Projects within a program are related through the common outcome and collective capability.
Focuses on project interdependencies and helps to determine the optimal approach for managing them.
Following relationships qualify for portfolio management and not program management: Shared client, Seller, Technology, and
Resource.
PROJECT INTERDEPENDENCIESTopic 1.4.2
Program Management
Actions related to project interdependencies may include: Resolving resource constraints and/or
conflicts that affect multiple projects within the system.
Aligning organizational/strategic direction that affects project and program goals and objectives.
Resolving issues and change management within a shared governance structure.
PORTFOLIOTopic 1.4.1
Portfolio Management
A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.
The projects or programs in the portfolio may not necessarily be interdependent or directly related.
PORTFOLIO MANAGEMENTTopic 1.4.1
Portfolio Management
Portfolio Management refers to the centralized management of one or more portfolios, which includes identifying, prioritizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives.
Portfolio Management focuses on ensuring that projects and programs are reviewed to prioritize resource allocation, and that the management of the portfolio is consistent with and aligned to organizational strategies.
GOALS OF PORTFOLIO MANAGEMENTTopic 1.4.3
Projects and Strategic Planning
To maximize the value of the portfolio by careful examination of its components – the constituent projects, programs and other related work, for inclusion in the portfolio and the timely exclusion of projects not meeting or
contributing least to the portfolio’s strategic objectives.
Organizations’ strategic plan becomes the primary factor guiding investments in the projects.Senior managers or senior management teams typically take on the responsibility
of portfolio management for an organization.
RELATIONSHIPSTopic 1.4
Project, Program and Portfolio
Organizational Planning Impacts projects by means of Project
prioritization Directs Funding and Support for component
projects on the basis of Risk categories Specific lines of business General types of projects
In mature organizations, project management is governed by program and portfolio management.
Organizational strategies and priorities Organization’s Strategic Plan
Reference: Figure 1-1.PMBOK® Guide, 4th Ed
Portfolio, Program, and Project Management Interactions
Portf
olio
, Pro
gram
, and
Pro
ject
M
anag
emen
t Int
erac
tions
Figure 1-1
STRATEGIC PLANNINGTopic 1.4.3
Projects and Strategic Planning
Projects are often utilized as a means of achieving an organization’s strategic plan.
Projects are typically authorized as a result of one or more of the following strategic considerations: Market demand Strategic opportunity/business need Customer request Technological advancement Legal requirements
PMOTopic 1.4.4
Project Management Office A Project Management Office (PMO) is
an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain.
The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project.
The projects supported or administered by the PMO may not be related other than by being managed together.
Specific form, function, and structure of a PMO is dependent upon the supported organization’s needs.
PMOTopic 1.4.4
Project Management Office
A PMO can be delegated authority to act as an integral stakeholder and a key decision maker during the beginning of each project, to make recommendations, or to terminate projects or take other actions as required to keep business objectives consistent.
A PMO may be involved in selection, management, and deployment of shared or dedicated project resources.
PRIMARY FUNCTION OF A PMOTopic 1.4.4
Project Management Office
A primary function of a PMO is to support project managers in a variety of way which may include, but are not limited to: Managing shared resources across all projects
administered by the PMO. Identifying and developing project management
methodology, best practices, and standards. Coaching, mentoring, training, and oversight. Monitoring compliance with project management
standards, policies, procedures, and templates via project audits.
Developing and managing project policies, procedures, templates, and other shared documentation.
Coordinating communication across projects.
StakeholdersTopic 2.3 PMO PROVIDES
The PMO can provide but is not limited to:- Administrative support services such as policies,
methodologies, and templates. Training, mentoring, and coaching of project
managers. Project support, guidance, and training on how to
manage projects and the use of tools. Resource alignment of project staff. Centralized communication among project
managers, project sponsors, managers, and other stakeholders.
PMO
OPERATIONSTopic 1.5
Projects vs. Operations
Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service.
Organizations sometimes change their operations, products, or systems by creating strategic business initiatives.
PROJECTS Though temporary in nature, projects can help
achieve the organizational goals when they are aligned with the organization’s strategy.
THE SIMILARITIESTopic 1.5
Projects vs. Operations
OPERATIONS PROJECTSBoth requires to be performed by peopleBoth requires to be provided resources
Both are constrained by limited resourcesBoth requires to be planned, executed ad controlled
Both are aligned with the Organizational Strategic ObjectivesDeliverables and Knowledge is transfered between the two
Occurs through transfer of project resource to operations toward the end of the project
OrThrough a transfer of operational resource to project at the start of
the project
THE DIFFERENCESTopic 1.5
Projects vs. Operations
OPERATIONS PROJECTSOperations require Business Process Management or Operations Management
Projects require Project Management
Permanent Endeavors Temporary UndertakingsOngoing nature of Operations Temporary Assignments
Produce Repetitive Outputs Produce Unique OutputsPermanent Resource Assignments Temporary Resourcing
Executed as per standards (SOPs) institutionalized in product life cycle
Executed according to Project Management Plan developed for project life cycle
Sustain the business Attain objective and then terminate
Adopt a new set of objectives and the work continues.
Concludes when its specific objectives have been attained
INTERSECTIONSTopic 1.5
Projects vs. Operations
Projects can intersect with operations at various points during the product life cycle: At each closeout phase When developing a new product, upgrading a
product, or expanding outputs Improvement of operations or the product
development process Until the divestment of the operations at the end
of the product cycle
PROJECT MANAGERTopic 1.6
Role of a Project Manager
The role of project manager is distinct from a functional manager or operations manager. A Project Manager is the person assigned by
the performing organization to achieve the project objectives.
A Functional Manager is focused on providing management oversight for a administrative area.
An Operations Manager is responsible for a facet of the core business.
Project Manager may report to a Functional Manager, a Portfolio Manager or a Program Manager.
CHARACTERISTICSTopic 1.6
Role of a Project Manager
Effective project management requires that the project manager possess the following characteristics: Knowledge – What PM knows about project
management? Performance – What PM is able to do or
accomplish while applying the Knowledge? Personal – How PM behaves when performing
project?
PERSONAL EFFECTIVENESSTopic 1.6
Role of a Project Manager
Attitudes Core personality characteristics Leadership – ability to guide the project
team while achieving project objectives and balancing the project constraints.