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Projects, Programmes and
Portfolios
Merys Hopkins
Agenda
 Portfolios
 Programmes
 Projects
 Differences
 Key to Success
 APM Qualifications
 Q&A
2
What is a Portfolio?
 ‘A grouping of an organisation’s projects and programmes, can be
managed at an organisational or fu...
Portfolio Management
 ‘The selection, prioritisation and control of an organisation’s projects and
programmes in line wit...
Portfolio Roles
5
What is a Programme?
 ‘A group of related projects and change management activities that
together achieve beneficial chan...
Programme Management
 The coordinated management of projects and change management
activities to achieve beneficial chang...
What is a Project?
 ’A project is a unique, transient endeavour, undertaken to achieve
planned objectives’ (APM Body of K...
PROJECT
TIME
QUALITY(Scope)
COST
STAKEHOLDERS GOVERNANCE
RISK
Project Influences
9
Project Management
 ‘The application of processes, methods, knowledge, skills and experiences
to achieve the project’s ob...
Project Board
Project Manager
Project Team
Project
Sponsor
End
User
Typical Project Organisation
• Perform project tasks a...
Managing a project within a programme
- good or bad?
 Timescales
 Costs
 Quality
 Resourcing
 Change Control
 Commun...
Programme
 Focus is on outputs
 Less Complex
 Defined start and end dates
 Agreed total budget
 Defined Scope
 Less ...
Key to Success
Portfolio
Direction
The right
Sponsorship
Project Management
Effectiveness
Disclosure
& Reporting
PROJECTS
...
Projects, Programmes and Portfolios
 Portfolio
Do the right projects
 Programmes and Projects
…and do the projects rig...
APM - Qualifications
16
Q&A
17
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Projects, programmes and portfolios, so what is the difference? Slide 1 Projects, programmes and portfolios, so what is the difference? Slide 2 Projects, programmes and portfolios, so what is the difference? Slide 3 Projects, programmes and portfolios, so what is the difference? Slide 4 Projects, programmes and portfolios, so what is the difference? Slide 5 Projects, programmes and portfolios, so what is the difference? Slide 6 Projects, programmes and portfolios, so what is the difference? Slide 7 Projects, programmes and portfolios, so what is the difference? Slide 8 Projects, programmes and portfolios, so what is the difference? Slide 9 Projects, programmes and portfolios, so what is the difference? Slide 10 Projects, programmes and portfolios, so what is the difference? Slide 11 Projects, programmes and portfolios, so what is the difference? Slide 12 Projects, programmes and portfolios, so what is the difference? Slide 13 Projects, programmes and portfolios, so what is the difference? Slide 14 Projects, programmes and portfolios, so what is the difference? Slide 15 Projects, programmes and portfolios, so what is the difference? Slide 16 Projects, programmes and portfolios, so what is the difference? Slide 17
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Projects, programmes and portfolios, so what is the difference?

APM event held on 8 March 2018, sponsored by the SWWE branch.
Guest speaker, Merys Hopkins, first looked at portfolios, which APM define as a grouping of an organisations projects and programmes.  The grouping can be by geographical location, capability, customer type, etc, as determined by the organisation’s circumstances. The portfolio should be designed to maximise return on investment, maintain skills in the workforce, and to aid control of costs and benefits.

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Projects, programmes and portfolios, so what is the difference?

  1. 1. Projects, Programmes and Portfolios Merys Hopkins
  2. 2. Agenda  Portfolios  Programmes  Projects  Differences  Key to Success  APM Qualifications  Q&A 2
  3. 3. What is a Portfolio?  ‘A grouping of an organisation’s projects and programmes, can be managed at an organisational or functional level’ (APM Body of Knowledge 6th edition)  Why group?  Groupings can be based on, for example : geography, capability, market placement  Portfolios should be designed to maximise return on investment  To aid control of costs and benefits: mix of high and low risk, mix of novel and repeat projects; balance 3
  4. 4. Portfolio Management  ‘The selection, prioritisation and control of an organisation’s projects and programmes in line with its strategic objectives and capacity to deliver. The goal is to balance change initiatives and business as usual while optimising return on investment.’ (APM Body of Knowledge 6th edition)  Decision Maker – what project or programme?  Resource Manager – maximise resources  Productivity Driver – are we delivering efficiently and effectively?  Benefit Chaser – realise all the benefits 4
  5. 5. Portfolio Roles 5
  6. 6. What is a Programme?  ‘A group of related projects and change management activities that together achieve beneficial change for an organisation’ (APM Body of Knowledge 6th edition)  Why group?  Allows oversight and prioritisation of resources  Potential for economies of scale  Better placed to manage interdependencies  Coordinated senior stakeholder management & communication  Easier propagation of lessons learned 6
  7. 7. Programme Management  The coordinated management of projects and change management activities to achieve beneficial change. (APM Body of Knowledge 6th edition)  Overall planning of the programme  Coordinate, manage and control all the required activities  Prioritise and re-prioritise resources  Senior Stakeholder Management  Support and communication of risks  Support of Project Managers  Deliver the benefits  Sponsor 7
  8. 8. What is a Project?  ’A project is a unique, transient endeavour, undertaken to achieve planned objectives’ (APM Body of Knowledge 6th edition)  Key Attributes of a Project  Unique  Timebound  Specific Costs  Scope  Uncertainty  Dynamic Team with specialist roles  Acceptance Criteria 8
  9. 9. PROJECT TIME QUALITY(Scope) COST STAKEHOLDERS GOVERNANCE RISK Project Influences 9
  10. 10. Project Management  ‘The application of processes, methods, knowledge, skills and experiences to achieve the project’s objectives.’ (APM Body of Knowledge 6th edition) PROCESSES METHODS TRAINING PROJECT OUTPUTS 10
  11. 11. Project Board Project Manager Project Team Project Sponsor End User Typical Project Organisation • Perform project tasks as instructed by Project Manager • Support Project Manager with input into the planning documentation • Provide regular updates on progress • Help identify project risks/issues/changes • Work with the Project Manager to deliver project • Provide requirements • Provide consultation and feedback throughout the project • Provide quality expectations • Define acceptance criteria • Guide the project • Accountable for success of project • Provide Strategic Direction • Influence and Manage Key Stakeholders • Authorisation of major changes • Go/No-go Decision at Phase review • Review of Project Reports 11
  12. 12. Managing a project within a programme - good or bad?  Timescales  Costs  Quality  Resourcing  Change Control  Communication  Risk  Stakeholder Management 12
  13. 13. Programme  Focus is on outputs  Less Complex  Defined start and end dates  Agreed total budget  Defined Scope  Less Risk  Focus is on outcomes  Higher Complexity than projects  Longer Timescales  Higher Budget  Scope is less defined  Higher Risk Project  Strategic Grouping  Focus on maximising return on investment  Balanced mix of projects and programmes  Ongoing  Higher risk Portfolio 13
  14. 14. Key to Success Portfolio Direction The right Sponsorship Project Management Effectiveness Disclosure & Reporting PROJECTS Portfolio Manager Programme Manager SPONSOR 14 Governance of Projects
  15. 15. Projects, Programmes and Portfolios  Portfolio Do the right projects  Programmes and Projects …and do the projects right! 15
  16. 16. APM - Qualifications 16
  17. 17. Q&A 17

APM event held on 8 March 2018, sponsored by the SWWE branch. Guest speaker, Merys Hopkins, first looked at portfolios, which APM define as a grouping of an organisations projects and programmes.  The grouping can be by geographical location, capability, customer type, etc, as determined by the organisation’s circumstances. The portfolio should be designed to maximise return on investment, maintain skills in the workforce, and to aid control of costs and benefits.

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