"Interfaces Between Strategic Manaement of an Enterprise and Managing Project Portfolios Within th Enterprise," Istanbul keynote slides, April 1, 2010
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
PMP Certification Chapter one Summary of PMBOKskiltful
This presentation provides a summary of Chapter 1 of the PMP certification Guide - The PMBOK. Skiltul is an training business that provides free online training for personal and business developement
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
PMP Certification Chapter one Summary of PMBOKskiltful
This presentation provides a summary of Chapter 1 of the PMP certification Guide - The PMBOK. Skiltul is an training business that provides free online training for personal and business developement
Project Management fundamentals
Introduction. BBA / MBA course - Chapter 1
PPT available upon request: frgaucher@yahoo.fr.
Comments are welcome to improve the content!
Francois Gaucher, DBA, MBA
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
One of the greatest challenges in regards to implementing a successful PMO, is being able to deal with continuous change(s).
The determination of what and how, can be improved, but requires both the organisation and the people to change the way they function in their business environment.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the PMO.
Specifically, an EPMO can act as a key enabler leading and supporting the organizational change work, therefore can make the change management process much easier, for the associated stakeholders.
In order for an EPMO to act a game changer, it is rather necessary to radically change the existing corporate structure, keep up with the challenges and align them with the corporate strategy and vision.
"Interfaces Between Strategic Management of an Enterprise and Managing Project Portfolios Within the Enterprise" April 1, 2010, Istanbul Keynote paper
Trends and insights into current project, programme and portfolio practices. Presented by Michael Cooch, PWC Director (PPM) at APM Governance SIG event on 12th February 2014
A Team-based Approach to Continuous Improvement in Program, Project and Portf...Russell Archibald
A Team-based Approach to Continuous Improvement in Program, Project and Portfolio Management
The U. S. Government’s Global Threat Reduction Initiative
by Russell D. Archibald, David L. Pells, Wayne Abba, Miles Shepherd, and Marc Zocher
This keynote presentation is intended for those executives who do not recognize that project, program, and portfolio management is a vital core competence for every enterprise today.
Project Management fundamentals
Introduction. BBA / MBA course - Chapter 1
PPT available upon request: frgaucher@yahoo.fr.
Comments are welcome to improve the content!
Francois Gaucher, DBA, MBA
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
One of the greatest challenges in regards to implementing a successful PMO, is being able to deal with continuous change(s).
The determination of what and how, can be improved, but requires both the organisation and the people to change the way they function in their business environment.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the PMO.
Specifically, an EPMO can act as a key enabler leading and supporting the organizational change work, therefore can make the change management process much easier, for the associated stakeholders.
In order for an EPMO to act a game changer, it is rather necessary to radically change the existing corporate structure, keep up with the challenges and align them with the corporate strategy and vision.
"Interfaces Between Strategic Management of an Enterprise and Managing Project Portfolios Within the Enterprise" April 1, 2010, Istanbul Keynote paper
Trends and insights into current project, programme and portfolio practices. Presented by Michael Cooch, PWC Director (PPM) at APM Governance SIG event on 12th February 2014
A Team-based Approach to Continuous Improvement in Program, Project and Portf...Russell Archibald
A Team-based Approach to Continuous Improvement in Program, Project and Portfolio Management
The U. S. Government’s Global Threat Reduction Initiative
by Russell D. Archibald, David L. Pells, Wayne Abba, Miles Shepherd, and Marc Zocher
This keynote presentation is intended for those executives who do not recognize that project, program, and portfolio management is a vital core competence for every enterprise today.
ICEC 2014 Linking 6 Phase Project Life Cycle with TCM Framework-SlidesRussell Archibald
Presents and explains two recommendations and two conclusions relating to linking the 6 phase project life cycle with the AACEi Total Cost Management Framework.
The six phase comprehensive project life cycle model-2013Russell Archibald
This holistic project life cycle includes the Incubation/Feasibility Phase prior to the Project Start Phase, and the Project/Product Evaluation Phase after the Project Close-Out Phase.
In this presentation, i am taking sequencial information from various PPT's and from PMBOK also. So it is very effective & knowledgeable for Engineering & MBA Students. Thankyou
It is a brief overview presentation on portfolio management. It gives a brief idea of what Portfolio Management is and also specifies the processes as mentioned in OGC's Management of Portfolio and PMI's PfMP.
THE CONTEXT OF INTERNATIONAL PROJECTS IN TERMS OF ORGANI.docxarnoldmeredith47041
THE CONTEXT OF INTERNATIONAL
PROJECTS IN TERMS OF
ORGANIZATIONAL STRATEGY AND
CULTURE
Chapter 2
HOW ARE INTERNATIONAL PROJECTS LINKED TO ORGANIZATIONAL
STRATEGY?
An organization has a vision it pursues.
To achieve its vision, it has a kind of roadmap or plan: this
is also called its strategy.
To implement its strategy, the organization uses
(international) projects.
During the project and at the end of the project, the
organization checks whether the project has delivered the
desired results.
This is an ongoing cycle we also call strategic
management cycle.
2
Project 3
Project 2
Strategic Management Cycle
Business
Planning
Communi-
cating
and
high-level
aligning
Feedback
and
Learning
Translating
the Vision/
Mission
1
3 2
Project 1
4
Executing
Completing
Planning
Initiating
How (international) projects are part of the organization’s
strategy
3
THE CONNECTION BETWEEN (INTERNATIONAL) PROJECTS AND
(INTERNATIONAL) PROGRAMS
A program can be defined as a bundle of projects.
Compared to a project, a program typically is bigger, requires more resources,
and is crucial for the success of organizational strategy.
The projects within a program serve the same strategic objective.
Projects in a program are interdependent. They share the same objectives and
scarce resources.
They typically have a common infrastructure and share a certain set of risks.
Programs have the following advantages:
Ensuring strategic alignment through interdependency of objectives.
Reducing the complexity of ‘large projects’ by clearly breaking them down
into smaller, easy-to control projects contributes to clearer responsibilities,
minimizes risks, and boosts morale and motivation. It also improves the quality
of the results.
Programs are essentially managed in the same way as projects.
4
PROJECT PORTFOLIO MANAGEMENT (PPM)
A project portfolio is a collection of projects managed under
one umbrella. These projects may be interrelated or not.
Purpose of PPM is to maximize the efficacy of projects in the
light of strategy execution.
There are two main management processes within project
portfolio management:
1. Selection and prioritization of projects.
2. Management of the projects within the portfolio by
monitoring target achievement.
A project portfolio is periodically adapted to the
organizational strategy.
The main activities of the PPM process are shown on the
following slide.
5
Required inputs:
1. Program/ project title
2. Project objective in light of
overall strategy
3. Risk level
4. Timeframe
5. Dependencies with other
programs/ projects
6. Estimated budget or ROI
7. Impact of not delivering the
program/project
1
3
2
4
Build or
Update
Project
Portfolio
Analyze
& Prioritize
Project
Portfolio
Monitor
& Adjust
Project
Portfolio
Consider
new
proposed
projects
The Project
Portfolio
Management
Process
1. Categorization.
THE CONTEXT OF INTERNATIONAL PROJECTS IN TERMS OF ORGANI.docxrtodd643
THE CONTEXT OF INTERNATIONAL
PROJECTS IN TERMS OF
ORGANIZATIONAL STRATEGY AND
CULTURE
Chapter 2
HOW ARE INTERNATIONAL PROJECTS LINKED TO ORGANIZATIONAL
STRATEGY?
An organization has a vision it pursues.
To achieve its vision, it has a kind of roadmap or plan: this
is also called its strategy.
To implement its strategy, the organization uses
(international) projects.
During the project and at the end of the project, the
organization checks whether the project has delivered the
desired results.
This is an ongoing cycle we also call strategic
management cycle.
2
Project 3
Project 2
Strategic Management Cycle
Business
Planning
Communi-
cating
and
high-level
aligning
Feedback
and
Learning
Translating
the Vision/
Mission
1
3 2
Project 1
4
Executing
Completing
Planning
Initiating
How (international) projects are part of the organization’s
strategy
3
THE CONNECTION BETWEEN (INTERNATIONAL) PROJECTS AND
(INTERNATIONAL) PROGRAMS
A program can be defined as a bundle of projects.
Compared to a project, a program typically is bigger, requires more resources,
and is crucial for the success of organizational strategy.
The projects within a program serve the same strategic objective.
Projects in a program are interdependent. They share the same objectives and
scarce resources.
They typically have a common infrastructure and share a certain set of risks.
Programs have the following advantages:
Ensuring strategic alignment through interdependency of objectives.
Reducing the complexity of ‘large projects’ by clearly breaking them down
into smaller, easy-to control projects contributes to clearer responsibilities,
minimizes risks, and boosts morale and motivation. It also improves the quality
of the results.
Programs are essentially managed in the same way as projects.
4
PROJECT PORTFOLIO MANAGEMENT (PPM)
A project portfolio is a collection of projects managed under
one umbrella. These projects may be interrelated or not.
Purpose of PPM is to maximize the efficacy of projects in the
light of strategy execution.
There are two main management processes within project
portfolio management:
1. Selection and prioritization of projects.
2. Management of the projects within the portfolio by
monitoring target achievement.
A project portfolio is periodically adapted to the
organizational strategy.
The main activities of the PPM process are shown on the
following slide.
5
Required inputs:
1. Program/ project title
2. Project objective in light of
overall strategy
3. Risk level
4. Timeframe
5. Dependencies with other
programs/ projects
6. Estimated budget or ROI
7. Impact of not delivering the
program/project
1
3
2
4
Build or
Update
Project
Portfolio
Analyze
& Prioritize
Project
Portfolio
Monitor
& Adjust
Project
Portfolio
Consider
new
proposed
projects
The Project
Portfolio
Management
Process
1. Categorization.
This document comprises of topics based on The Project Management, the project manager and project lifecycle.
The concepts being tackled include:
-definition of project manager
-responsibilities of a project manager
-stages in the project management lifecycle
-organizational strategy
-Main functions of PMO
مراجعة كاملة وشاملة لشهادة محترف ادارة المشاريع
دورة محاضرات فيديو مع اسئلة: http://prof.planner.teachable.com/courses/pmp-arabic/
على قناة اليوتيوب الفيديو: https://www.youtube.com/playlist?list=PL9HqmhqTzU-UkDJ6GANiBffjTHBgfY_Gu
1. Russell D. Archibald PhD (Hon), MSc, Fellow PMI, Honorary Fellow APM/IPMA, PMP Archibald Associates The Interfaces Between Strategic Management of an Enterprise and Project Portfolio Management Within the Enterprise