Building Project management Value through Strategic Alignment
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The document discusses building project management value through strategic alignment and professional development. It defines key project management terms like portfolio, program, and project based on PMI definitions. It presents models for putting these concepts together, including a high-level project portfolio management model and a detailed project portfolio management process model. It also discusses implementing project management while demonstrating value through a phased approach and outlines how to know when project management has succeeded in an organization.
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![Building Project Management Value through Strategic Alignment Professional Development Conference PMI-SAC, Calgary, Alberta Fadi Samara, M.Sc., PMP [email_address] 416-848-7115 Oct 13, 2005](https://image.slidesharecdn.com/fadisamara-124319978666-phpapp02/85/Building-Project-management-Value-through-Strategic-Alignment-1-320.jpg)
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PMI Global Congress 2005: Portfolio and Program Management implementation in ...
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This document discusses implementing organizational project management in a European IT organization. It begins by providing background on the organization, which is a large, mature Japanese IT company with headquarters in Japan and smaller, younger structures in Europe. The challenges of the cultural differences between the European and Japanese operations are discussed.
The document then summarizes the three layers of organizational project management - project management, program management, and portfolio management. It describes starting the implementation with program management, followed by a project management tool and then focusing on project management basics.
Finally, the document emphasizes the importance of linking project portfolio management to business strategy and objectives in order to select the right projects and monitor if promised benefits are realized. Regular reviews of the portfolio areOPM Integrated Lifecycles - V3
The document discusses Odyssey Program Management and their services related to portfolio, programme, and project management. It provides an overview of their integrated lifecycle approach to these areas and how they can help clients achieve strategic goals through portfolio prioritization, programme benefits realization, and on-time project delivery. Examples are given of previous work in commercial real estate, asset management, and pharmaceuticals.
SSCG Project Management Services
This document provides a summary of project management services from SSCG, a global management consulting firm. SSCG offers portfolio, programme and project management consulting to help clients improve processes and capabilities. Key services highlighted include portfolio management, programme management office setup, benefits realization assessment, and project risk assessment. The document emphasizes that effective project management can help drive strategic alignment, reduce costs and improve success rates. Contact information is provided to learn more about SSCG's project management consulting offerings.
Pmipmo
Why a Program/Project Management Office (PMO)?
What Is a PMO?
Implementing a PMO
Suggestions to Jump Start PMO implementation
Questions & Answers
Portafolio Management Six Sigma Brasil Rt 0409
This document discusses project portfolio management and its strategic role. It defines a project portfolio as a collection of projects grouped to meet strategic objectives. It explains that portfolio management is a higher, more strategic level of work than individual project management. The document outlines a process for strategic planning, project selection and prioritization using a strategic questionnaire and matrix. It provides an example of a real company that used these processes to select a new project portfolio aligned with its strategic goals.
Executive summary lee-ann sullivan_2018(pdf)
Mary Lee-ann Sullivan has over 17 years of experience in project and portfolio management. She has expertise in areas such as Microsoft Office, data management, risk and issue management, process documentation, and SharePoint. She is a certified Project Management Professional. Some of her responsibilities include establishing program management offices, developing templates and processes, providing guidance and training, analyzing project schedules, and creating and maintaining project documentation and artifacts.
PMO Presentation
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
Example Project: Strategic Project Selection and Accelerated Development by J...
Strategic Project Selection and Accelerated Development - a summary presentation for ACME Corporation product development process improvement project.
1010 cd overview light
ChangeDirector is a connected strategy, project portfolio, and benefits management tool that enables organizations to improve how they plan and execute strategy. It provides pre-configured views and templates to manage the strategy lifecycle from planning to performance management to project and portfolio management. ChangeDirector implementations typically take 2-4 months and provide high adoption rates and ROI through automation and insights that save time for stakeholders.
Program Management
The document discusses key competencies, capabilities, and concepts for effectively managing programs and change. It covers linking programs and projects to strategy, different organization structures for programs, the roles of program and project managers, establishing a program life cycle and change management process, and the importance of governance, benefits management, and stakeholder management for program success.
Success, maturity, matrices and portfolio presentation by Robert Buttrick
Success, maturity, matrices and portfolio presentation by Robert ButtrickAssociation for Project Management
The document discusses the importance of portfolio management in achieving organizational success. It notes that effective portfolio management provides strategic alignment, balance across projects, risk management, aligned capabilities, and capacity for change. This allows organizations to complete more projects on time and on budget, realize benefits from initiatives, and make better business decisions. Research cited shows that organizations with higher portfolio management capability outperform peers in share price growth and meeting goals. Industries differ in their maturity of portfolio processes, with some demonstrating good practices around sponsorship, strategy linkage, and integrated people, process and technology.Project Strategy and Selection.pptx
The document discusses organizational strategy and project selection. It explains that organizational strategy specifies an organization's mission, vision, and objectives, and develops policies and plans to achieve these objectives through projects and programs. It also allocates resources for implementation. Project managers need to understand organizational strategy to make appropriate decisions and advocate for projects to senior management. The document then discusses the need for and challenges of a project portfolio management system to select and group projects in a way that achieves strategic objectives while balancing risks and resource allocation. Various project selection criteria and financial models are described for evaluating potential projects.
Setting up a project framework phase 1 june 20162
The introduction of a project management framework will provide a structured and managed approach for projects within your company.
With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.
PMO Services- Katayoon Bamdad
The document discusses the services that a Programme Management Office (PMO) should provide. It states that a PMO is designed to integrate project management practices and acts as a central hub for best practices, tools, and lessons learned. It then lists some key services a PMO can provide, including project governance, portfolio management, resource capacity planning, benefits management, and maintaining a project database. Finally, it discusses the PMO's role in benefit realization and management, such as identifying benefits, tracking realization, and ensuring changes are sustainable.
Gaurav hazra pmi india 2010
The document discusses the need for enterprises to adopt enterprise project portfolio management (EPPM) to improve project success. It outlines challenges with traditional fragmented management processes like lack of alignment, predictability, and proactive approach. EPPM provides a single integrated system for alignment with strategy, balanced risk/reward assessment, monitoring of execution and compliance, and actionable business intelligence. This allows for improved visibility, governance, and outcomes across projects and programs.
BRQ Framework 5-8-13 FINAL (1)
The document outlines plans to establish a Business Release Quality (BRQ) Office to improve the quality of business releases and ensure on-time delivery. The BRQ Office will operationalize portfolio and release management processes across teams to provide oversight of projects from request to release. Key actions include implementing a single portfolio process, rigorously enforcing entry criteria, defining roles and responsibilities, and establishing a portfolio management team to coordinate the end-to-end process.
SSCG Project Management Services
This document provides a summary of project management services offered by SSCG, a global management consulting firm. SSCG has a team of professionals specializing in portfolio, programme and project management who help clients develop frameworks to invest in the right projects, execute effectively, and realize intended business benefits. The document outlines SSCG's methodology, which focuses on measurement-driven results, repeatable processes and clear communication to manage projects on schedule and budget. It also discusses common pitfalls that can undermine project success and how SSCG's services in areas like portfolio management, programme management offices, benefits realization and risk management can help clients achieve their goals.
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PMI Global Congress 2005: Portfolio and Program Management implementation in ...
PMI Global Congress 2005: Portfolio and Program Management implementation in ...
Example Project: Strategic Project Selection and Accelerated Development by J...
Example Project: Strategic Project Selection and Accelerated Development by J...
Success, maturity, matrices and portfolio presentation by Robert Buttrick
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Building Project management Value through Strategic Alignment
- 1. Building Project Management Value through Strategic Alignment Professional Development Conference PMI-SAC, Calgary, Alberta Fadi Samara, M.Sc., PMP [email_address] 416-848-7115 Oct 13, 2005
- 6. Putting the P’s together – A High Level Project Portfolio Management Model NPI Technology Operations New Objectives Complete A N N U A L Quarterly Monthly Strategic Planning Project Management Business Unit Planning Project Portfolio Management Post Audit Strategic Initiatives A B C ssess Value alance Capacity ommence Execution Remove Low Value Projects Reassess Executing Projects Programs Capital Management
- 9. Project Portfolio Management Detailed Model Unapproved Cancelled In-Progress Projects On-Hold Projects Portfolio Screening New Projects Project Scoring Portfolio Ranking Portfolio Simulation Out of Capacity Complete A N N U A L Quarterly Monthly Portfolio Monitor Pre-Assessment Approved and not Resourced Strategic Planning Project Management Business Unit Planning Project Portfolio Management Post Audit Strategic Initiatives In-Progress Projects On-Hold Projects Screened Approved Unapproved
- 13. Build a portfolio plan with 3 P’s in mind Construction Stage deliverables & dependencies Project deliverables & dependences Program deliverables & dependencies Portfolio deliverables & dependencies
- 14. Executive Portfolio Summary Yellow $200K $275K 28/NOV/03 10/FEB/04 40% Introduce ePost - VP Billing Green $300K 23/SEP/03 60% Create Marketing Campaigns - VP Billing Promote eBilling Reduce Invoice Production cost by 20% Billing Billing Status Original & Current Budget Original & Current End Date % of Objective Project Idea & Sponsor Objective Program Strategic Initiative
- 19. Questions & Answers Your Thoughts
- 20. Change is Constant Resilience