project management slide 2
TRANSCRIPT
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PMP Preparation Course
Project/ Program/ Portfolio Management and Project Process
Groups
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Project , Program, Portfolio and Operational management
• Portfolio = Organizational / departmental• Program = Business Area and/ or related
Projects• Project = Unique Initiative
• Operational = Day to Day Execution
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Portfolio Management
• “ Large Focus” – Organizational / Department• Could be several Programs + projects• Typically has a long term focus• Focused on achieving specific objectives
(Business Plan/ Org Objectives)• Typically has approval authority (start/
acceptance of projects/ programs)
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Portfolio
Project Program
Project
Project
Other related Work
Program Program
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Program Management
• Related Project with a common theme• May have a business unit focus• Medium term focus – often disbands when
results are achieved• Co-ordinates resources and dependencies
across projects• Should be done only when the program
approach adds value
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Program
Project Project Project Other related work
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Project Management
• Temporary• Unique requirements• Beginning and End• Resources
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Comparative DiscussionProject Program Portfolio
Scope Well defined More Volatile Strategic
Change Fully Managed Tradeoffs Monitor
Planning Fully Planned Program Plan Strategic
Management Dedicated PM Vision Leader Cross-Funct.
Success Time/ $/ S/ Q Overall Needs Bus. Plan
Monitoring Work Package Projects Bus. Performance
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PMO – Project Management Office
• Centralized and standardized the management of Projects– Supportive ( provide Policies, Methodologies,
templates and lessons learned)– Controlling (Provide support and guidance, train
others in project management and ensure compliance to organizational practices)
– Directive ( provide PMs to different projects, responsible for the result and have high level of control)
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Description Type of PMO
1 Manages all projects throughout the organization Directive
2 Provides support and guidance, requires all projects within the organization to use designed project management software and templates, but doesn’t otherwise exert control over the project
Controlling
3 Coordinate all projects within the organization Controlling or Directive
4 Recommends common terminology, templates, and reporting and other procedures to be used on projects throughout the organization to promote consistency and streamline effort
supportive
5 Appoints project Manager Directive
6 Prioritizes projects Controlling or Directive
7 Has the highest level of control over projects Directive
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Organizational Structure
• Projects Cannot Be Run in Isolation• Projects must operate in a broad
organizational environment• PM need to understand:– Organizational Environmental Factors– Organizational Structure
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Organizational Environmental Factors
• Culture (Risk Taking, Risk Averse)• Government Regulations• Geographic Distribution• Infrastructure• Human Resource• Market Condition• Political Climate ( Make Decission)
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Organizational Structure
• Functional• Matrix• Project
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Functional Orgnization
Chief
Funct. Manager 1
Staff
Staff
Staff
Funct. Manager 2
Staff
Staff
staff
Funct. Manager 3
Staff
Staff
staff
Funct. Manager 4
Staff
Staff
staff
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Matrix Organization – Weak Matrix
Chief
Funct. Manager 1
Staff
Staff
Staff
Funct. Manager 2
Staff
Staff
staff
Funct. Manager 3
Staff
Staff
staff
Funct. Manager 4
Staff
Staff
staff
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Balanced Matrix
Chief
Funct. Manager 1
Staff
Staff
Staff
PM
Funct. Manager 2
Staff
Staff
staff
Funct. Manager 3
Staff
Staff
staff
Funct. Manager 4
Staff
Staff
staff
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Strong Matrix Organization
Chief
Project Management
(PMO)
PM
PM
PM
Funct. Manager 1
Staff
Staff
Staff
Funct. Manager 2
Staff
Staff
staff
Funct. Manager 3
Staff
Staff
staff
Funct. Manager 4
Staff
Staff
staff
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Project Orgnization
Chief
FM
Staff
Staff
staff
PM
Proj.
Proj.
Bus
PM
Proj.
Bus.
Proj.
PM
Proj.
Bus.
Proj.
PM
Proj.
Bus.
Proj.
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Organizational Influences
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Org. Structure Advantages - Disadvantages
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Organizational Process Assets
• Processes, Procedures, and Policies ( Why reinvent the wheel)
• Corporate Knowledge Base ( Historical Records)
• Historical Information (record of past projects)• Lessons Learned (What Type of information
should be included in)
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Lessons Learned role
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Process Groups
• A process is a series of actions directed toward a particular result
• Project management can be viewed as a number of interlinked processes
• The project management process groups include:– Initiating processes– Planning processes– Executing processes– Monitoring and controlling processes– Closing processes
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Level of Activity and Overlap of Process Groups Over Time
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