netmind - Mejores prácticas en Gestión de Proyectos, Programas y Portfolios-t…

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Mejores Practicas en Gestion de Proyectos, Programas y Portfoliois.

Best Management Practices in Project Management (in Spanish).

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netmind - Mejores prácticas en Gestión de Proyectos, Programas y Portfolios-t…

  1. 1. F O C U S Q U A L I T Y E X P E R I E N C E
  2. 2. 
  3. 3.     
  4. 4.    
  5. 5.     
  6. 6. ProyectoNecesidadde cambio
  7. 7. ¿Se gestiona mejor? Mejor gestión de los almacenes¿Se utiliza? ¿Alguien se ¿Disminuye el inmovilizado? Menor Aplicativo preocupa del beneficio final inmovilizado esperado? ¿Tenemos mayor liquidez? Proyecto Mayor liquidez ¿Necesidad de Necesidad de- Necesidad cambio de cambio resuelta? resuelta
  8. 8. ProgramaProyectoNecesidadde cambio
  9. 9. Reorganización Eliminación de personal Menor tiempo deproductos no facturación rentables Programa Nuevo director Formación equipo de almacén Disminución del de ventas inmovilizado Necesidad de cambio
  10. 10. Programa dirigido por la Visión • De la Alta Dirección • Top-down • Oportunidades estratégicas o de innovación Programa de Existencia decumplimiento un programa• Se debe hacer• Resultado de evento externo• Cumplimiento y evitar impactos negativos Programa emergente • Se desarrollan a partir de proyectos concurrentes y no coordinados en los que es necesario coordinar la obtención de los beneficios
  11. 11.   
  12. 12.      
  13. 13.     
  14. 14. PortafolioProgramaProyectoNecesidadde cambio
  15. 15.   
  16. 16. P3OPortafolioProgramaProyectoNecesidadde cambio
  17. 17.    
  18. 18.   
  19. 19. P3OPortafolio Gestión delPrograma RiesgoProyectoNecesidadde cambio
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  21. 21.
  22. 22. 
  23. 23. 
  24. 24. P3OGestión del Portafolio Gestión del Cambio Programa Riesgo Proyecto Necesidad de cambio
  25. 25.      
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  31. 31.     
  32. 32. BUSINESS32 © Maven Training Ltd 2012
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  34. 34.     
  35. 35.       35 © Maven Training Ltd 2012
  36. 36. 
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  38. 38. 
  39. 39. Sponsoring group Programme board Project board Project board Figure 4.2 Layering of programme organization, control and reporting39 © Crown Copyright 2011. Reproduced under Licence from OGC. © Maven Training Ltd 2012
  40. 40.    
  41. 41.
  42. 42. Purpose: Used to describe the required outcomes from the programme based on strategic or policy objectives Main contents (see Appendix A4) Created in: n/a Implemented/reviewed in: Identifying a Programme Baseline: Boundary Approver/Producer/Reviewer: SG/not applicable/not applicable Notes: Can sometimes be called strategic or embryonic business case42 © Maven Training Ltd 2012
  43. 43. Purpose: Used to assess whether the programme is viable and achievable Main contents (see Appendix A4): Created in: Identifying a Programme Implemented/reviewed in: n/a Baseline: Boundary Approver/Producer/Reviewer: SG/SRO/Not applicable Notes: Will evolve into a number of other documents43 © Maven Training Ltd 2012
  44. 44. Purpose: Description of the management roles, responsibilities and reporting lines in the programme Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: Managing the tranches (tranche start)/Managing the tranches (tranche end) Baseline: Governance Approver/Producer/Reviewer: SRO/PgM/BCM Notes:44 © Maven Training Ltd 2012
  45. 45. Purpose: Used to communicate the end goal of the programme. Could be seen as providing an external artist’s impression of the desired future state Main contents (see Appendix A4): Created in: Initially created as part of Programme Brief; formally created in Defining a Programme Implemented/reviewed in: n/a Baseline: Boundary Approver/Producer/Reviewer: SG/SRO/BCM Notes: Sufficiently flexible to remain relevant over the life of the programme. Terminology used should be suited to all stakeholders and the context of the programme45 © Maven Training Ltd 2012
  46. 46. Purpose: A document that is used to consolidate or summarize the information that was used to define the programme Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: Reviewed in managing the tranches (tranche end) Baseline: Boundary Approver/Producer/Reviewer: SRO/PgM/BCM Notes: Single document more appropriate for smaller programmes as a single point of reference46 © Maven Training Ltd 2012
  47. 47. Purpose: Used to maintain the programme’s focus on delivering the required transformation and business change Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: Managing the tranches (tranche start)/Managing the tranches (tranche end) Baseline: Boundary Approver/Producer/Reviewer: SRO/PgM/BCM Notes: May take different forms including prototypes and workshops. May also include current state and intermediate states aligned with tranches47 © Maven Training Ltd 2012
  48. 48. Purpose: Used to validate the initiation of the programme and the ongoing viability of the programme Main contents (see Appendix A4): Created in: Initially created as part of Programme Brief; formally created as part of Defining a Programme Implemented/reviewed in: Managing the tranches (tranche end) Baseline: Boundary Approver/Producer/Reviewer: SRO/PgM/BCM Notes:48 © Maven Training Ltd 2012
  49. 49. Purpose: Sets out the timetable and arrangements for implementing and managing the Stakeholder Engagement Strategy Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: Managing the tranches (tranche start)/Managing the tranches (tranche end) plus Delivering the Capability and Realizing the Benefits Baseline: Management Approver/Producer/Reviewer: SRO/PgM/BCM Notes:49 © Maven Training Ltd 2012
  50. 50. Purpose: Defines the programme approach to risk management Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: Managing the tranches (tranche start)/Managing the Tranches (tranche end) Baseline: Governance Approver/Producer/Reviewer: SRO/PgM/BCM Notes: Can be combined with issue management strategy Derived from the organizations risk management policy and risk management process guidance Takes into account the organizations risk appetite in terms of tolerance thresholds50 © Maven Training Ltd 2012
  51. 51. Purpose: Used to define and establish the activities for managing quality across the programme Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: Managing the tranches (tranche start)/Managing the tranches (tranche end) Baseline: Governance Approver/Producer/Reviewer: SRO/PgM/BCM Notes: May be referred to as assurance management strategy51 © Maven Training Ltd 2012
  52. 52. Purpose: Sets out the timetable and arrangements for carrying out the quality and assurance strategy Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: Managing the tranches (tranche start)/Managing the tranches (tranche end) Baseline: Management Approver/Producer/Reviewer: SRO/PgM/BCM Notes: May be incorporated as part of the overarching programme plan52 © Maven Training Ltd 2012
  53. 53. Purpose: Illustrates the sequential relationship between benefits Main contents (see Appendix A4): Created in: Initially as part of the programme brief; formally in Defining a Programme Implemented/reviewed in: Managing the tranches (tranche start)/Managing the tranches (tranche end) Baseline: Boundary Approver/Producer/Reviewer: SRO/BCM/PgM Notes: Can be adapted to be included in the benefits realization plan53 © Maven Training Ltd 2012
  54. 54. Purpose: Defines the approach to realizing benefits and the framework within which benefits realization will be achieved Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: Managing the tranches (tranche start)/Managing the tranches (tranche end) Baseline: Governance Approver/Producer/Reviewer: SRO/PgM/BCM Notes:54 © Maven Training Ltd 2012
  55. 55. Purpose: Used to define each benefit (and dis-benefit) and provide a detailed understanding of what will be involved and how the benefit will be realized Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: Realizing the Benefits/Managing the Tranches (tranche end) Baseline: Boundary Approver/Producer/Reviewer: SRO/BCM/PgM Notes: Can use a summary document for easier tracking called a benefits register55 © Maven Training Ltd 2012
  56. 56. Purpose: Used to track the realization of benefits across the programme and set review controls Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: End of Tranche, Closure Baseline: Management Approver/Producer/Reviewer: SRO/PgM/BCM Notes:56 © Maven Training Ltd 2012
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  63. 63. © Crown Copyright 2011 Reproduced with permission from OGC63
  64. 64. Do the Do things right right things © Crown Copyright 2011 Reproduced with permission from OGC64
  65. 65.   
  66. 66. Entender Planificar Categorizar Equilibrar Priorizar66 © Maven Training Ltd 2012
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  69. 69. 69 © Crown Copyright 2011 Reproduced with permission from OGC
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  71. 71.     71 © Maven Training 2011
  72. 72. Una causa de riesgo Puede provocar Un evento de riesgo que puede afectar Un objetivo© Crown Copyright 2009. Reproduced under Licence from OGC. © Maven Training 2010
  73. 73. Capacidad    Apetito   Tolerancia 73 © Maven Training 2011
  74. 74. © Crown Copyright 2010. Reproduced under licence from OGC.74 © Maven Training 2011
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  77. 77.    77 © Maven Training 2011
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  88. 88. F O C U S Q U A L I T Y E X P E R I E N C E

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