The document discusses project portfolio management (PPM) and how the Microsoft Enterprise Project Management (EPM) Solution supports PPM.
It defines PPM as the process of identifying, selecting, and managing a portfolio of projects aligned with strategic objectives. PPM follows a governance lifecycle of create, select, plan, and manage. Key PPM processes include demand management, portfolio selection, capacity planning, resource management, and portfolio/project reporting. The EPM solution provides tools that integrate with Microsoft technologies to support these processes and help organizations improve governance and execution.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
The document discusses the evolution of project management offices (PMOs) from a traditional execution focus to a modern business focus. Traditionally, PMOs focused on project execution metrics like budgets, deadlines, and deliverables. However, PMOs now need to align more closely to business strategy, outcomes, and portfolio management. A modern PMO helps drive organizational agility by understanding desired outcomes before implementing solutions and ensuring investments achieve their intended results.
There are three key takeaways from the document:
1. The three most important best practices areas in PPM/PMO are resource management, operations and metrics, and automation.
2. Strategic project categorization and selection is a hallmark of an effective PPM strategy.
3. The right technology solution can make a large difference in achieving solid ROI and meeting PPM and PMO objectives.
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.
The document provides information on project portfolio management, including its benefits and how to develop a successful practice. It discusses understanding portfolio management and governance. Key aspects include staffing your organization with skilled professionals, planning realistically, maintaining top-level support, defining benefits, and managing change effectively. The document also covers governance design and frameworks, and knowing where to start a portfolio and what questions to ask.
Consultant and author Jerry Manas shares his slide deck on The Virtual PMO, based on three interconnected trends happening in the workplace today: virtual teams; small-or-zero-staff PMOs; and a much broader and strategic role for today's PMO. Visit Jerry's website at www.marengogroup.com.
This document discusses creating a charter for a Project Management Office (PMO). It begins by explaining what a PMO is and what functions it can perform. It emphasizes that a PMO charter is needed to define the purpose and functions of the PMO for the specific organization. The document then provides guidance on developing a PMO charter, including gathering information on the mission, objectives, functions, critical success factors, metrics, staffing structure, and budget. It recommends using a template to help capture all the necessary information to define the PMO for the organization.
The document describes how Dignity Health established an Enterprise Project Management Office (EPMO) focused on business operations and strategic initiatives. Some key points:
- The EPMO was launched in less than 3 months to guide large operational projects across Dignity Health's 21-state health system.
- It has a dual reporting structure to senior leadership and focuses on governance, portfolio management, and process standardization.
- The EPMO works closely with Dignity Health's existing IT PMO to coordinate projects. It utilizes a flexible governance model and intake process to take on strategic initiatives.
- The EPMO aims to deliver projects that improve operations and empower staff through a collaborative culture and application of lean
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
The document discusses the evolution of project management offices (PMOs) from a traditional execution focus to a modern business focus. Traditionally, PMOs focused on project execution metrics like budgets, deadlines, and deliverables. However, PMOs now need to align more closely to business strategy, outcomes, and portfolio management. A modern PMO helps drive organizational agility by understanding desired outcomes before implementing solutions and ensuring investments achieve their intended results.
There are three key takeaways from the document:
1. The three most important best practices areas in PPM/PMO are resource management, operations and metrics, and automation.
2. Strategic project categorization and selection is a hallmark of an effective PPM strategy.
3. The right technology solution can make a large difference in achieving solid ROI and meeting PPM and PMO objectives.
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.
The document provides information on project portfolio management, including its benefits and how to develop a successful practice. It discusses understanding portfolio management and governance. Key aspects include staffing your organization with skilled professionals, planning realistically, maintaining top-level support, defining benefits, and managing change effectively. The document also covers governance design and frameworks, and knowing where to start a portfolio and what questions to ask.
Consultant and author Jerry Manas shares his slide deck on The Virtual PMO, based on three interconnected trends happening in the workplace today: virtual teams; small-or-zero-staff PMOs; and a much broader and strategic role for today's PMO. Visit Jerry's website at www.marengogroup.com.
This document discusses creating a charter for a Project Management Office (PMO). It begins by explaining what a PMO is and what functions it can perform. It emphasizes that a PMO charter is needed to define the purpose and functions of the PMO for the specific organization. The document then provides guidance on developing a PMO charter, including gathering information on the mission, objectives, functions, critical success factors, metrics, staffing structure, and budget. It recommends using a template to help capture all the necessary information to define the PMO for the organization.
The document describes how Dignity Health established an Enterprise Project Management Office (EPMO) focused on business operations and strategic initiatives. Some key points:
- The EPMO was launched in less than 3 months to guide large operational projects across Dignity Health's 21-state health system.
- It has a dual reporting structure to senior leadership and focuses on governance, portfolio management, and process standardization.
- The EPMO works closely with Dignity Health's existing IT PMO to coordinate projects. It utilizes a flexible governance model and intake process to take on strategic initiatives.
- The EPMO aims to deliver projects that improve operations and empower staff through a collaborative culture and application of lean
Rise and fall of project portfolio management triumph&collapse a case studyromluc
This document provides an overview of a case study presentation on the rise and fall of project portfolio management at a banking and insurance company. The following key points are made:
- Luca Romano gave a presentation on implementing a project portfolio management system for the IT department, using a 7 slide deck, which gained approval to apply PPM to a pool of 23 projects.
- An Analytic Hierarchical Process selection model was used, breaking the selection criteria down into a hierarchy and assessing projects against strategic alignment, costs/benefits, ease of implementation, and contribution to the company.
- Projects were ranked using the AHP methodology of pairwise comparisons between criteria. This provided a structured approach to selecting the project portfolio
PMO of the Year Award 2011 eBook, profiling Dell's HCLS, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMO CoP, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
The Project Management Process - Week 11 Contemporary IssuesCraig Brown
The document discusses current and future trends in project management. It covers topics like globalization, innovation, knowledge management, and shortened product life cycles as current trends. Future trends discussed include increased project scope, system integration, and a more disciplined approach. It also outlines principles for organizing projects, such as learning culture, process-centered approaches, use of communities and virtual teams, self-organizing structures, and distributed organizations. Challenges in project management include improving executive understanding of IT and increasing business knowledge among IT professionals. Career paths in project management are also briefly discussed.
FROM PMO TO STRATEGIC PMO - AN INDIRECT APPROACHPhilippe Husser
Managing effectively a portfolio of strategic initiatives is a key success factor. However too often we, PMO, are considered as paper tigers. Truth to be told, too often we, PMO, also lack the required skills.
However, there is an approach which allows PMO to acquire skills and demonstrate benefits. This is the indirect approach. The indirect approach is the only one working in large complex organizations.
This presentation focuses on three points:
• First we will explore three key domains of knowledge I explored myself with great benefits
• Second we will share seven snapshots of what I experienced in terms of indirect approach as a PMO at Michelin
• Third I will share with you three takeaways for PMOs to learn and apply
The three domains to explore are:
• Complexity, and a few key characteristics of complex adaptive systems
• Indirectness, and two samples of direct and indirect approaches
• Strategy, and differences in two key schools of strategic thought
The indirect approach will then be walked-through seven real life snapshots:
• Program Cause and Approach
• Local Relays
• First Benefits
• Single Version of Truth
• Tipping Point
• Strategic Gap
• Strategic Initiatives
From this journey, we will share three key takeways to learn and apply by PMO:
• First, learn and apply Complex Adaptive Systems and Chaos Theory
• Second, learn and apply Dual-Mode Strategies
• Third, learn and apply Human Dynamics and how to develop an Appealing WIIFM Cause and an Alliance you Lead from Behind
PMO for Supply Chain - Setting Up a Project Mangement Office for Non-ITChief Innovation
Built this top level structure for a client, am hashing out details, so only a few pages so far. I may add to it, not sure yet, but wanted to build something since most PMOs are IT focused, I wanted one that wasn't.
The proposal is for implementing a Project Management Office (PMO) at Federal Signal Technologies to improve project management capabilities. The PMO will operate independently to provide standardized processes, tools, and reporting across projects. It will be implemented in phases over 12 months to establish governance, assess maturity, deploy standards and tools, and ensure portfolio and project alignment with business goals. Key activities include socializing the PMO charter, conducting training, and measuring returns through improved costs, schedules, and stakeholder satisfaction. Initial costs are estimated at $136,417 over six months.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
Resource capacity planning guide - best practice, hints, tipsian jones
This document provides guidance on effective resource capacity planning. It defines resource capacity planning as comparing the supply of available resources to the demands placed on those resources. The benefits of proper resource capacity planning include cost savings, improved project throughput and resource morale. The process involves calculating resource supply and demand, identifying variances, and solving issues through actions like hiring or deferring projects. It should be incorporated into regular portfolio management and prioritize allocating resources to higher value work. Spreadsheets are commonly but problematically used for this task.
The document discusses building a program management office (PMO) to deliver benefits. It emphasizes that PMOs are more likely to be sustained when they focus on creating value through benefits management. Examples are provided for how to establish a PMO as an iterative program, identify stakeholders and requirements, define expected benefits, develop an architecture and roadmap, and implement enablers to achieve benefits.
This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
A project management office (PMO) charter to document scope, decision rights, and executive sponsorship. Get the template @ http://www.demandmetric.com/content/pmo-charter-template
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
Effective GOVERNANCE in Project Portfolio ManagementMichal Augustini
The document discusses effective governance in project portfolio management. It begins by defining project portfolio management as screening, selecting, and prioritizing projects; monitoring and reprioritizing projects; and tracking and managing realized benefits. It then notes that ineffective governance is a primary reason companies fail to achieve best-in-class portfolio status. The document goes on to discuss methodology for gathering information through related readings, developing interview questions, interviewing experts, and analyzing primary and secondary sources to identify issues in project portfolio management and recommendations. Key points from interviews and articles are presented, such as the need for proper tools and using data effectively. Seven critical success factors for effective governance in project portfolio management are listed.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
The document discusses a 2012 study by PMI that identified five common PMO frameworks. It then provides details on each of the five frameworks including the Organizational Unit PMO, Project Support/Services/Controls Office or PMO, Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO, Center of Excellence/Center of Competency, and Project-Specific PMO/Project Office/Program Office. It also outlines the top domains of work that PMOs focus on and how PMO managers can use the information from the study to benchmark and improve their own PMO.
Como pruducir barato_en_una_economia_globalPedro Novoa
Lamentables e impactantes imágenes sobre explotación del trabajo infantil en pleno siglo XXI.
Regrettable and shocking images of child work exploitation in the XXI century
1. The document introduces conditional clauses introduced by "if". It discusses the meaning of "if", the types of clauses it can introduce (conditional clauses), and the tense requirements in the if-clause.
2. It provides examples of if-clauses and discusses the position and tense patterns of if-clauses. If the main clause is in the present or future tense, the if-clause is usually in the present tense.
3. Key points covered include the meaning of "if" ("whether"), the types of clauses it introduces, and tense requirements in if-clauses depending on the tense of the main clause.
Rise and fall of project portfolio management triumph&collapse a case studyromluc
This document provides an overview of a case study presentation on the rise and fall of project portfolio management at a banking and insurance company. The following key points are made:
- Luca Romano gave a presentation on implementing a project portfolio management system for the IT department, using a 7 slide deck, which gained approval to apply PPM to a pool of 23 projects.
- An Analytic Hierarchical Process selection model was used, breaking the selection criteria down into a hierarchy and assessing projects against strategic alignment, costs/benefits, ease of implementation, and contribution to the company.
- Projects were ranked using the AHP methodology of pairwise comparisons between criteria. This provided a structured approach to selecting the project portfolio
PMO of the Year Award 2011 eBook, profiling Dell's HCLS, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMO CoP, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
The Project Management Process - Week 11 Contemporary IssuesCraig Brown
The document discusses current and future trends in project management. It covers topics like globalization, innovation, knowledge management, and shortened product life cycles as current trends. Future trends discussed include increased project scope, system integration, and a more disciplined approach. It also outlines principles for organizing projects, such as learning culture, process-centered approaches, use of communities and virtual teams, self-organizing structures, and distributed organizations. Challenges in project management include improving executive understanding of IT and increasing business knowledge among IT professionals. Career paths in project management are also briefly discussed.
FROM PMO TO STRATEGIC PMO - AN INDIRECT APPROACHPhilippe Husser
Managing effectively a portfolio of strategic initiatives is a key success factor. However too often we, PMO, are considered as paper tigers. Truth to be told, too often we, PMO, also lack the required skills.
However, there is an approach which allows PMO to acquire skills and demonstrate benefits. This is the indirect approach. The indirect approach is the only one working in large complex organizations.
This presentation focuses on three points:
• First we will explore three key domains of knowledge I explored myself with great benefits
• Second we will share seven snapshots of what I experienced in terms of indirect approach as a PMO at Michelin
• Third I will share with you three takeaways for PMOs to learn and apply
The three domains to explore are:
• Complexity, and a few key characteristics of complex adaptive systems
• Indirectness, and two samples of direct and indirect approaches
• Strategy, and differences in two key schools of strategic thought
The indirect approach will then be walked-through seven real life snapshots:
• Program Cause and Approach
• Local Relays
• First Benefits
• Single Version of Truth
• Tipping Point
• Strategic Gap
• Strategic Initiatives
From this journey, we will share three key takeways to learn and apply by PMO:
• First, learn and apply Complex Adaptive Systems and Chaos Theory
• Second, learn and apply Dual-Mode Strategies
• Third, learn and apply Human Dynamics and how to develop an Appealing WIIFM Cause and an Alliance you Lead from Behind
PMO for Supply Chain - Setting Up a Project Mangement Office for Non-ITChief Innovation
Built this top level structure for a client, am hashing out details, so only a few pages so far. I may add to it, not sure yet, but wanted to build something since most PMOs are IT focused, I wanted one that wasn't.
The proposal is for implementing a Project Management Office (PMO) at Federal Signal Technologies to improve project management capabilities. The PMO will operate independently to provide standardized processes, tools, and reporting across projects. It will be implemented in phases over 12 months to establish governance, assess maturity, deploy standards and tools, and ensure portfolio and project alignment with business goals. Key activities include socializing the PMO charter, conducting training, and measuring returns through improved costs, schedules, and stakeholder satisfaction. Initial costs are estimated at $136,417 over six months.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
Resource capacity planning guide - best practice, hints, tipsian jones
This document provides guidance on effective resource capacity planning. It defines resource capacity planning as comparing the supply of available resources to the demands placed on those resources. The benefits of proper resource capacity planning include cost savings, improved project throughput and resource morale. The process involves calculating resource supply and demand, identifying variances, and solving issues through actions like hiring or deferring projects. It should be incorporated into regular portfolio management and prioritize allocating resources to higher value work. Spreadsheets are commonly but problematically used for this task.
The document discusses building a program management office (PMO) to deliver benefits. It emphasizes that PMOs are more likely to be sustained when they focus on creating value through benefits management. Examples are provided for how to establish a PMO as an iterative program, identify stakeholders and requirements, define expected benefits, develop an architecture and roadmap, and implement enablers to achieve benefits.
This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
A project management office (PMO) charter to document scope, decision rights, and executive sponsorship. Get the template @ http://www.demandmetric.com/content/pmo-charter-template
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
Effective GOVERNANCE in Project Portfolio ManagementMichal Augustini
The document discusses effective governance in project portfolio management. It begins by defining project portfolio management as screening, selecting, and prioritizing projects; monitoring and reprioritizing projects; and tracking and managing realized benefits. It then notes that ineffective governance is a primary reason companies fail to achieve best-in-class portfolio status. The document goes on to discuss methodology for gathering information through related readings, developing interview questions, interviewing experts, and analyzing primary and secondary sources to identify issues in project portfolio management and recommendations. Key points from interviews and articles are presented, such as the need for proper tools and using data effectively. Seven critical success factors for effective governance in project portfolio management are listed.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
The document discusses a 2012 study by PMI that identified five common PMO frameworks. It then provides details on each of the five frameworks including the Organizational Unit PMO, Project Support/Services/Controls Office or PMO, Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO, Center of Excellence/Center of Competency, and Project-Specific PMO/Project Office/Program Office. It also outlines the top domains of work that PMOs focus on and how PMO managers can use the information from the study to benchmark and improve their own PMO.
Como pruducir barato_en_una_economia_globalPedro Novoa
Lamentables e impactantes imágenes sobre explotación del trabajo infantil en pleno siglo XXI.
Regrettable and shocking images of child work exploitation in the XXI century
1. The document introduces conditional clauses introduced by "if". It discusses the meaning of "if", the types of clauses it can introduce (conditional clauses), and the tense requirements in the if-clause.
2. It provides examples of if-clauses and discusses the position and tense patterns of if-clauses. If the main clause is in the present or future tense, the if-clause is usually in the present tense.
3. Key points covered include the meaning of "if" ("whether"), the types of clauses it introduces, and tense requirements in if-clauses depending on the tense of the main clause.
The document contains practice exercises for students to complete involving conditional sentences. It includes fill-in-the-blank questions where they must write conditional sentences based on prompts. There are also short writing prompts for students to give advice on a situation or choose a problem and respond with potential outcomes. The exercises are meant to help students practice using conditional sentences in English.
This document provides an overview of Western music genres and related vocabulary for an English lesson. It introduces key terms like blues, classical, jazz, pop, rock, and techno along with descriptive words. It discusses the composer Strauss and includes examples of tag questions to practice. The goals are to enable students to listen to different music types and learn tag questions.
The document is a module from an English language learning course. It contains various exercises on using conditional sentences with "if" including filling in blanks, rewriting sentences, and completing conversations. It also includes vocabulary practice matching Chinese meanings to English words and translating phrases. The exercises cover topics like remembering birthdays, getting enough sleep, practicing English, and asking for help with homework.
The document is a module from an English language learning course. It contains various exercises focused on conditional sentences using "if". The exercises include rewriting sentences with "if", completing sentences with conditional clauses, making new sentences with "if", spelling practice, and completing conversations and passages using conditional phrases. The exercises help English language learners practice using "if" to express different conditional situations.
The document provides translations and explanations for vocabulary words, phrases, and grammar points related to using recording devices and dealing with snake bites. It includes a list of vocabulary to translate, phrases to translate, and fill-in-the-blank and multiple choice questions testing comprehension. The key points covered are how to use recording devices, what to do if bitten by a snake, and grammar explanations for conditional sentences and other structures.
1. Lucy likes watching TV too much and spends too much time watching TV.
2. Her parents don't allow her to watch TV anymore because they are worried about her study and health.
3. Lucy quarreled with her parents and doesn't know what to do now.
The document contains exercises from an English language learning module about using conditional sentences. It includes examples of conditional sentences, sentences to rewrite in the conditional form, and sentences to complete about possible future situations depending on certain conditions. It concludes with writing prompts asking to give advice based on a passage and choose one problem to reply to.
1. The document introduces conditional clauses introduced by "if". It discusses the meaning of "if", the types of clauses it can introduce (conditional clauses), and the tense requirements in the if-clause.
2. It provides examples of if-clauses and examines the tense used in the if-clause and main clause. If the main clause is in the present or future, the if-clause is usually in the present.
3. It distinguishes if-clauses from object clauses, noting that if-clauses express conditions while object clauses complete the meaning of the verb.
The document contains practice exercises for students to complete involving conditional sentences. It includes fill-in-the-blank questions where they must write conditional sentences based on prompts. There are also short writing prompts for students to give advice on a situation or choose a problem and respond with potential outcomes. The exercises are designed to help students practice using conditional sentences in English.
1. Lucy likes watching TV too much and spends too much time watching TV.
2. Her parents don't allow her to watch TV anymore because they are worried about her study and health.
3. Lucy quarreled with her parents and doesn't know what to do now.
The document is a module on language problems from an English exercise book. It contains several activities to practice using conditional sentences with "if" including rewriting sentences, completing sentences, and making new sentences with "if". It also contains exercises on spelling words based on their Chinese meanings, completing a conversation, translating phrases, and completing a passage. The activities focus on practicing different grammar and language structures.
1. The document discusses a lesson plan for teaching English to junior high school students about new technologies.
2. The lesson focuses on using the structure "If" to introduce how to use products like tape recorders, phones, and cameras.
3. Key points of the lesson include practicing the "If" structure, building vocabulary related to technologies, and having students do presentations on how to use different devices.
The document summarizes a famous story about Alice in Wonderland. It provides vocabulary words and activities related to characters in the story, including the Mad Hatter, March Hare, White Rabbit, Cheshire Cat, Red King, and Red Queen. One activity asks students to listen and number the characters in the order they are mentioned. Another activity involves listening and writing notes about what each character was doing, such as the Mad Hatter and March Hare having a tea party or the White Rabbit running past and looking at his watch.
The document provides translations and explanations for vocabulary words, phrases, and grammar points related to using recording devices and dealing with snake bites. It includes a list of vocabulary to translate, phrases to translate, and fill-in-the-blank and multiple choice questions testing comprehension. The document also provides explanations and examples for grammar points like conditionals, "if" clauses, and the uses of prepositions like "for" and "with".
The document provides background information about Lewis Carroll and his famous story Alice's Adventures in Wonderland. It notes that Carroll, whose real name was Charles Dodgson, was a mathematician and logician who enjoyed writing literature. He told stories to entertain the three daughters of Henry Liddell, the Dean of Christ Church College where Carroll worked. These stories formed the basis for Alice's Adventures in Wonderland, which was published after another author discovered the manuscript and convinced Liddell's wife to have Carroll publish it.
The document introduces different types of Western music, including blues, classical, jazz, opera, pop, rock, and techno. It describes the characteristics of each genre, such as blues being slow and sad, and techno being modern. It also contains examples of asking and answering questions about music preferences and contains an explanation of tag questions in English.
1. The document discusses a lesson plan for teaching English to junior high school students about new technologies.
2. The lesson focuses on using the structure "If" to introduce how to use products like tape recorders, phones, and cameras.
3. Key points of the lesson include practicing the "If" structure, building vocabulary about technologies, and having students do presentations on how to use different devices.
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.
This document discusses key topics in project management as outlined by the Project Management Institute (PMI). It begins by highlighting the importance of project management and poor track records of project success. It then discusses PMI, their certifications like the PMP, and organizational project management maturity. Finally, it provides an overview of project management principles including defining projects and operational work, and characteristics of project management. The document is meant to illustrate the need for improved project management practices and teachings from PMI.
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
To build a strategic PMO, an organization needs to focus on cultural change through several key areas over time, including gaining speed in achieving objectives while also having patience as full deployment may take years. The PMO should start small with individual departmental projects before expanding enterprise-wide. All levels from project teams to executives must be engaged. Continuous learning and improving processes are also important. Ultimately, a strategic PMO helps manage projects and link them to corporate strategy through portfolio management.
Laying the Foundations for Success with Project ManagementLeanManufacturing3
In a world where businesses must adapt and innovate to stay competitive, having a solid foundation in project management is more important than ever. It's the key to delivering projects that drive growth, create value, and achieve strategic goals. Let's explore the essence of Project Management Foundations. 🏗️
The document discusses various project estimating techniques including expert judgment, bottom-up estimating, and three-point estimating. It emphasizes that choosing the right estimating technique depends on the available information and how much time and money can be spent on estimating. Accurately estimating a project's cost is crucial to its success or failure, so using the appropriate technique is important.
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
The Common Goals of Enterprise Project Management SoftwareOrangescrum
The document discusses the common goals of enterprise project management (EPM). EPM aims to align projects strategically with business goals, manage resources and demands effectively across departments, and provide centralized tracking, reporting and standardization at an enterprise level. Some key benefits of EPM include more projects delivered on time and on budget, better strategic alignment, greater leadership buy-in, better resource utilization, and more efficient project delivery.
Read about the Quality Management Process on page 25 of the text. .docxcatheryncouper
Read about the Quality Management Process on page 25 of the text.
1. Why are measurements critical to quality management? What types of measures are available for quality?
2. How important is it to include a quality assessment in your project WBS? What can happen if quality is overlooked?
3. Let’s do a little research on Six Sigma. What is it and why is it important to quality management?
Additional Instructions:
For Threaded Discussion 2, read about the Quality Management Process on page 25 of the text.
In your paper explain why are measurements critical to quality management and explain the types of measures are available for quality that a Project Manager can use.
Explain why it is important to include a quality assessment in your project’s WBS and include what can happen if quality is overlooked.
We will use Six Sigma as a means to support quality. Do some research and briefly explain what it is and why is it important to quality management.
Be sure to include an introduction, body of your paper, and conclusion.
TD2’s paper should be a minimum two pages not including APA title and Reference page. Use APA 6th edition, citations and references must be correctly used, and grammar and punctuation at par.
Post your paper due no later than Friday night August 15th by 11:59pmMT, in this discussion. Response to classmate papers is not necessary.
TD1 paper is worth 15 points. (Questions 10 pts., Format/Mechanics 3 pts., Grammar and APA 2 pts.)
I will use Turnitin to validate originality.
Thank You,
Alex
Students will find several direct links to the PMBoK in this text. First, the key terms and their definitions are intended to follow the PMBoK glossary (included as an appendix at the end of the text). Second, chapter introductions will also highlight references to the PMBoK as we address them in turn. We can see how each chapter not only adds to our knowledge of project management but also directly links to elements within the PMBoK. Finally, many end-of-chapter exercises and Internet references will require direct interaction with PMI through its Web site.
As an additional link to the Project Management Institute and the PMBoK, this text will include sample practice questions at the end of relevant chapters to allow students to test their in-depth knowledge of aspects of the PMBoK. Nearly 20 years ago, PMI instituted its Project Management Professional (PMP) certification as a means of awarding those with an expert knowledge of project management practice. The PMP certification is the highest professional designation for project management expertise in the world and requires in-depth knowledge in all nine areas of the PMBoK. The inclusion of questions at the end of the relevant chapters offers students a way to assess how well they have learned the important course topics, the nature of PMP certification exam questions, and to point to areas that may require additional study in order to master this material.
This text ...
PMI Global Congress 2005: Portfolio and Program Management implementation in ...Thomas Walenta, PMI Fellow
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 are
Project management is critical for economic growth by enabling constant innovation through new products and services. Project teams now carry out a wide range of tasks from infrastructure projects to new technologies. Project management provides tools to plan, implement, and manage activities to accomplish objectives. However, project management is also a collaborative, results-oriented management style. The key characteristics of a project are an objective, defined timeline, involvement of multiple teams, and unique work. Proper project management considers scope, schedule, resources, and leadership to successfully complete projects.
The document provides an overview of key project management concepts including:
- Defining a project, program, and portfolio
- The role of project, program, and portfolio management
- Organizational structures like functional, projectized, and matrix
- Managing stakeholders and constraints
- The relationship between project and product life cycles
- The purpose and roles of a Project Management Office
This document provides an overview of key project management concepts:
- A project is a temporary endeavor undertaken to create a unique product, service or result that has defined objectives, start and end dates.
- Project management involves applying knowledge, skills, tools and techniques through five process groups (initiating, planning, executing, monitoring/controlling, closing) to meet project requirements.
- Project success is defined by completing the project on time, budget and scope and delivering a product/service that provides value to the organization. Key success factors include strategic leadership, culture, authority, risk management, and stakeholder engagement.
- Becoming a certified Project Management Professional (PMP) is an important way to demonstrate
The document provides an introduction to projects and project management. It defines a project as a temporary endeavor undertaken to create a unique product, service, or result. Project management is the application of skills, knowledge, tools and techniques to meet stakeholder needs and expectations for a project. The key goals of project management are to execute projects effectively and efficiently while consistently delivering business value. Project success is determined by managing scope, schedule, costs, quality, resources, risks, and changes according to the triple constraint triangle.
A successful project requires attention to project governance, project management, and project quality. Project governance involves executive engagement, project sponsorship, organizational governance, and a project steering committee. The project manager and proper measurement and control are important for project management. Project quality ensures conformance to the governance processes throughout the project lifecycle. Attention to these areas helps ensure projects are aligned with vision and deliver intended benefits.
Mr. Robert Twiddy provides strategic consulting services including project management training and coaching to executives. He is currently a visiting professor and strategy advisor in Thailand. He has experience providing balanced scorecard, project management, and IT consulting. The presentation introduces project portfolio management (PPM) including the overall model, strategic alignment using balanced scorecard, frameworks for project selection, and tools for PPM. Participants will learn about introducing PPM to their organization through establishing processes, metrics, and strategic linkage between projects and programs. They will also learn about PPM certification and tools to support the PPM lifecycle.
The Project Management Office - Effectiveness and Delivering ValueMatthew Hillhouse
This whitepaper examines the question of whether PMOs are, in fact, negative entities and lack organizational worth. Or, is it possible to effectively leverage a PMO and deliver value to the organization?
What is a project & Project management
Organization for industrial projects
The role of people at different positions,
Project environment
Project classification
To build a strategic PMO, focus on cultural change through speed and patience, leadership from the bottom up, enterprise-wide systems, knowledge management, and open communication. Establish processes and standards while allowing flexibility. View projects through a systems perspective across the organization. Continuous learning and process improvement are needed over several years to fully mature the PMO and achieve project management excellence.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
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Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
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Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
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The utilization of land is impacted by human needs and environmental factors. In countries
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to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
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9
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How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
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1. Project Portfolio Management
Doing the Right Things Right
Published: August, 2008
For the latest information, please see http://www.epmconnect.com
2. Contents
Introduction ................................................................................................................................ 1
What is Project Portfolio Management? ................................................................................ 2
Who participates in PPM, and how? ..................................................................................... 3
The PPM Governance Lifecycle: Create, Select, Plan, Manage............................................... 5
Overview................................................................................................................................ 5
Create .................................................................................................................................... 7
Select..................................................................................................................................... 8
Plan........................................................................................................................................ 9
Manage................................................................................................................................ 11
Building a Roadmap for Success............................................................................................. 13
Overview.............................................................................................................................. 13
PPM Capability Maturity Model ........................................................................................... 13
Creating a Roadmap ........................................................................................................... 14
The Microsoft EPM Solution .................................................................................................... 15
Overview.............................................................................................................................. 15
Manage and control all types of work.................................................................................. 16
Improve visibility and insight to enhance decision-making.................................................. 16
Effectively communicate and collaborate with all stakeholders .......................................... 17
Evolve with a scalable and configurable platform ............................................................... 17
Conclusion ............................................................................................................................... 19
3. Introduction
This paper introduces definitions, concepts, and frameworks for Project Portfolio Management
(PPM); describes how the Microsoft Enterprise Project Management (EPM) Solution supports
PPM; and provides initial guidance to executives and business leaders for PPM
implementation planning.
Large organizations have a need for well defined and effective IT Governance. Frequently, IT
executives are tasked with:
• balancing demand from varying sets business customers
• maintaining alignment with overall business objectives
• delivering global stability while providing localized value
• delivering value within exacting financial and resource constraints
PPM is a critical Governance capability that addresses all of these challenges.
The Microsoft EPM Solution is based upon Microsoft Office Project technology. Over the past
12 years, Microsoft Office Project has evolved from a desktop software product to a
comprehensive family of network-based solutions.
Evolution of Microsoft Office Project
For additional details about the Microsoft EPM Solution and to find resources for PPM
implementation, please visit the EPMConnect website at http://www.epmconnect.com.
EPMConnect puts the resources of hundreds of Microsoft Enterprise Project Management
partners at your fingertips, enabling you to quickly locate the right solutions and services and
connect with the ideal EPM partner for your needs.
Doing the Right Things Right 1
4. What is Project Portfolio Management?
Project Portfolio Management (PPM) is the continuous process of
identifying, selecting and managing a portfolio of projects in alignment with
key performance metrics and strategic business objectives.
PPM is about “doing the right things right”. For the purposes of this document, the following
definitions are provided:
• “Things” refers to: work efforts, projects, and programs. Work efforts are the tasks and
activities required to operate a business. A project – according to the Project Management
Institute (PMI) definition – is “a temporary endeavor undertaken to create a unique product or
service”. A program is “a group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually. Programs may include
elements of related work outside the scope of the discrete projects in a program.” (PMI).
• “Doing the right things” refers to prioritizing and selecting programs and projects to achieve
your organizational objectives.
• “Doing things right” means delivering high quality projects or programs
By further breaking down these simple statements there are some interesting questions that arise.
“Doing the right things” is Governance enabled by Portfolio Management
• What are the “right things”?
• Are we doing things that we should not be doing?
• Are there things we should be doing that we’re not?
• How can we improve our decision-making?
“Doing things right” is Execution enabled by Project Management / Work Management
• What is the right way to do something?
• How do I make sure we do things right?
• How can we improve what we do?
One overarching question is: What is the impact of improving portfolio management vs. project
management? The following diagram shows the relationship between portfolio management, project
management, and overall potential value that an organization can deliver:
Doing the Right Things Right 2
5. In this example, the current portfolio management capabilities are at 66% with 100% representing a
perfect ability to select the right projects. The project management capabilities are at 75%, with 100%
representing a perfect ability to deliver projects on time, on scope, and on budget. With these assumed
these levels of capability, an organization is only realizing 50% of total potential value from its efforts.
PPM is comprised of two equally important disciplines; project management and portfolio management.
The benefits of project management are more clearly understood. Traditional project management is a
discipline that helps organizations to effectively realize business value, by delivering projects and
programs on time and within budget. Less is known about portfolio management. Many people believe
that portfolio management just involves effective reporting across project portfolios. This is certainly an
important aspect, but portfolio management also helps organizations to identify business value and
ensure they are investing in the optimal project portfolios. In other words, portfolio management helps
you to select the right things and project management ensures you execute and deliver the projects on
time and within budget. Successful organizations invest in improving both disciplines.
Who participates in PPM, and how?
PPM is for organizations that have large numbers of investments, and a need for improved
governance or execution. It is generally the concern of three groups of people within an
organization: executives, managers, and project teams.
• Executives – includes executives and portfolio managers. Executives have the
responsibility to set strategy and direct the organization to meet its objectives.
Frequently, there is a Portfolio Manager involved in supporting executives to organize
and operate PPM.
• Managers – includes the Project Management Office (PMO), Resource Managers,
and Project Managers. This group is responsible for the planning and successful
execution of projects and programs.
• Project Teams – are the set of people assigned to a project to perform tasks and
produce deliverables.
The following pyramid diagram shows these three groups in the context of PPM. To the right
of the triangle, major components and benefits of PPM are shown. Core PPM processes are
shown to the right of the triangle.
Doing the Right Things Right 3
7. The PPM Governance Lifecycle: Create, Select, Plan, Manage
Overview
Assigning the right resources to the right activities at the right time – in other words, alignment
– is the ultimate goal of business governance. An organization’s strategy, operational
structure, execution process and technical expertise are all tested when resource
assignments are made. Portfolios, programs and projects are all formal expressions of
resource assignment decisions. Accordingly, a systematic approach to collecting, selecting,
planning and managing them is key to a high-quality IT Governance process.
Portfolios, programs and projects all share a common lifecycle. This lifecycle is formed
around four key PPM gates, ‘Create → Select → Plan → Manage’.
• Create: Standardized intake process and data collection structures for formation of
the project portfolio inventory. Formal definition of strategic goals and objectives to
support portfolio prioritization and selection.
• Select: Repeatable process for prioritization of the project portfolio. Decision-making
for progression, suspension or rejection of work requests.
• Plan: Scheduling and resource assignment processes for the entire project portfolio,
supported by detailed project planning.
• Manage: Ensuring successful project delivery, ongoing project tracking and reporting;
and portfolio realignment
This simple framework can serve as a foundation for evaluating and improving governance
practices. Organization-wide adoption of the ‘Create, Select, Plan, Manage’ lifecycle leads to
consistent definition and common understanding of its underlying core processes:
Doing the Right Things Right 5
8. • Demand Management – starts with having standard methods and structures for
capturing all work ranging from simple support or change requests, to large complex
projects and programs. Demand Management also includes definition of workflow for
proper categorization, evaluation and characterization of the work request.
• Portfolio Selection – is the process of evaluating a portfolio of project requests,
prioritizing the requests and approving or rejecting requests. To determine the best
combination of projects, portfolio managers should use multiple criteria and analyses,
including strategic, financial and risk. A portfolio selection that maximizes the
portfolio’s value (as determined by the relevant criteria) given budget or resource
constraints is considered “Optimized”.
• Capacity Planning – is a continuous process of evaluating an organization’s
resources and performance to determine its capacity for production of work. It
includes setting utilization targets for defined sets of people – usually by title and/or
skill set. It also includes a collection of project metrics to understand productivity and
subsequent adjustment of utilization targets. Proactive capacity planning allows
organizations to finalize a release roadmap that maximizes resource utilization
• Resource Management – is about the assignment of resources to projects and
tasks. For large organizations, this is typically an elaborate process that includes
shuffling of resources to meet demands of project delivery schedules and project
priorities.
• Financial Management – exists at both the project and portfolio levels. At the
project level, financial management is the estimation of project costs and benefits,
and tracking project expenditures against the project budget. At the portfolio level,
financial management focuses on gaining visibility into spend (committed, planned
and discretionary) and tracking the overall project portfolio budget.
• Project Scheduling – includes developing accurate project schedules; and defining
repeatable best practice efforts. These two activities reinforce efforts to understand
interdependencies between project schedules.
• Time Reporting – provides structures and methods for individual reporting of time
spent on projects or tasks by resources. This information feeds project and portfolio
reporting and provides visibility into the actual work progress, current work status and
remaining work.
• Team Collaboration – in PPM, is the structured sharing of information to support
knowledge sharing, change management, communication of schedule milestones,
issues and risk management.
• Portfolio Reporting – provides visibility of the project portfolio to executives and
functional leaders. To support sound decision-making and operational efficiency, a
common view of projects and priorities is essential. By having executives, PMOs,
and project managers share a common view of the organization, inefficiencies due to
conflicting information are minimized and discussions can be focused on value-
adding portfolio analysis.
• Project Reporting – helps to ensure consistent tracking of projects and efficient
communication of project objectives and status.
• Program Management – can be viewed as management of large initiatives
comprised of multiple projects. Programs should be aligned with an organization’s
strategy and the results of a program are produced through the delivery of its projects
By examining the core processes within the context of each major lifecycle step (Create,
Select, Plan, Manage), definitions of key benefits and capabilities emerge.
Doing the Right Things Right 6
9. Core PPM Processes Overview
Create
The Create lifecycle phase encompasses activities for the definition of strategic goals and
metrics, and intake of work demand. The most relevant core PPM processes in the Create
step are:
• Demand Management – Definition of business case structure, business case
creation and workflow to support evaluation of work requests
• Portfolio Reporting – During the Create phase, portfolio reporting includes reports
that provide visibility of all demand captured within a planning cycle. Information
conveyed in the portfolio reports help to characterize the overall portfolio inventory
• Team Collaboration – During the Create phase, informal teams or communities can
collaborate to share ideas and capture project requests. For example, a team might
identify a gap in operations then request a project to address the gap. Executives
and PMOs can communicate with managers and teams to publicize corporate goals,
significant events and upcoming PPM reviews
• Program Management – Similar to projects, program definitions can be formed
during the Create phase. Some organizations define programs as part of an annual
budget allocation cycle. Each program definition represents a high-level business
objective that can be broken down into more specific business objectives.
Throughout the budget year, programs objectives are pursued by creating projects
that each address a subset of the program objectives. This facilitates delegation of
governance control to the program level.
Key benefits and capabilities:
• Capture all requests, from work orders to discretionary projects – Consolidating
requests in a single central repository provides visibility and control to your
Doing the Right Things Right 7
10. organization’s entire workload. This is required for maintaining a single source of
truth for work demand and for making informed allocation decisions
• Standardize metrics, valuation criteria and templates – Standardization allows for
consistent methods in evaluation and decision-making. Structured templates,
consisting of standard metrics and valuation criteria, support an end-to-end flow of
information throughout the PPM process. This flow ranges from business case
creation to portfolio and project reporting
• Control investment through governance workflow – The proper evaluation of
business cases includes validation of the information provided by the appropriate
authority; business case review by key stakeholders; and approval from the
appropriate governing bodies. Routing and tracking business cases can be simplified
through structured workflows. These review and approval processes can vary
depending upon the investment type (e.g., big or small project) requiring a unique
review and approval workflow for each type
Select
After a project portfolio inventory has been formed in the Create lifecycle phase, the Select
phase is next. It includes all activities related to go/no-go decision-making and the
prioritization of requested programs and projects. The most relevant core PPM processes for
the Select phase are:
• Portfolio Selection – Key metrics in a project portfolio inventory are used to collate
the project portfolio into analysis sets; examine project valuation (e.g., strategic,
financial); and perform analyses (e.g., constraints, what-if’s). The analyses are used
by a governance committee to select the investments that best align with the
organization’s strategic priorities
• Financial Management – Budgetary constraints are key inputs for the Select phase.
Decisions made during the phase also feed financial planning as programs and
projects are approved and budget allocations are made
• Portfolio Reporting – Reporting supports portfolio selection discussions by providing
a common and consistent view of the entire project portfolio to decision-makers.
Information reported during the Select phase includes: project ranking based on
varying valuation criteria (e.g., strategic alignment, financial valuation), and charting
to show the results of constraint and what-if portfolio analyses
• Team Collaboration – As prioritization and selection discussions take place, there is
an exchange of questions and answers between executives, PMOs, project
managers and other stakeholders. Good collaboration during this exchange yields a
deeper understanding of and improved confidence in the project portfolio information.
This includes efficiently handling portfolio data Q&A, pressure testing key
assumptions and socialization of decisions
• Program Management – During the Select phase, this includes activities for the
prioritization of programs and the inclusion of program-oversight in the go/no-go
project decision-making process. Different organizations have different approaches
for managing the portfolio-program-project relationship. Some may take the
approach of prioritizing programs before identifying projects. Prioritizing programs is
accomplished by analyzing the portfolio of programs. This can be done in addition to
analyzing the project portfolio
Key benefits and capabilities:
Doing the Right Things Right 8
11. • Objectively prioritize business drivers and drive consensus – Open discussion of
business strategy and prioritizing strategic objectives with governance bodies
contributes to a better aligned organization and leads to more effective decision-
making discussions
• Derive varying priority scores to evaluate competing investments – By
comparing objective priority scores (e.g., financial valuation, strategic alignment
score) across projects, fact-based decision-making discussions are made possible
• Identify portfolios that align with strategy and maximize ROI – Maximizing
portfolio return starts with optimizing the selection of projects to pursue. Portfolio
selection that includes consideration of strategic alignment and financial return helps
ensure that long-term health is not compromised for short-term gain
• Adopt a rational rather than emotional portfolio selection methodology – With
structured project portfolio valuation criteria, discussing points of contention can be
focused on specific key factors. The overall structure and visibility of the entire
project portfolio illuminates the impact of forcing in pet projects as the implications of
tradeoffs quickly surface
• Utilize advanced portfolio analytical techniques to reach the efficient frontier –
For any investment level there is an optimal selection of projects that will yield the
greatest value. Mapping the maximum portfolio value (e.g., strategic value or
financial value) for a range of investment combinations is called the ‘efficient frontier’.
Advanced portfolio analysis employs this concept to measure the impact of project
selection decisions as well as the impact of breaking constraints (e.g., what-if we had
$2M more to spend?)
Plan
The Plan lifecycle phase includes activities to both plan and also perform resource
assignment. This can be viewed from two perspectives – a portfolio perspective and a project
perspective. From a portfolio perspective, activities during the Plan phase revolve around
overall capacity planning and maintenance of project portfolio delivery schedule. From a
project perspective, the Plan phase involves detailed project planning and assignment of
named resources to the project. The most relevant core PPM processes for the Plan phase
are:
• Capacity Planning – This is a key component of the Plan phase. It includes:
identifying peaks and valleys in overall resource demand by skill level; evaluating
resource supply by skill level; adjusting the project portfolio delivery schedule to
minimize resource deficits and surpluses; and finalizing headcount decisions.
• Resource Management – Rules of engagement are needed to perform named
resource assignment at a project level. This includes how specific, named resources
are matched to work demand; how their availability is forecasted; how assignments
are made and communicated; and how resource conflicts are resolved. These rules
are exercised and enforced through resource management.
• Project Scheduling – During the Plan phase, an approved project is scheduled to
start on a specific date, when a baseline plan is established. To establish a baseline
plan, first a detailed plan is created. This is accomplished by defining the project’s
work breakdown structure (WBS); identifying dependencies and constraints
associated with the WBS; and defining detailed resource requirements (e.g., by skill
or name). Based on this detailed plan, resource assignments and the overall project
schedule are both finalized. At this point, the detailed plan becomes the baseline
plan. This baseline is the foundation for ongoing schedule management.
Doing the Right Things Right 9
12. • Financial Management – During the Plan phase, financial management is primarily
concerned with forecasting spend and aligning spend with budgets. Project-level
planning and forecasting is an essential input to the overall spend forecast. This
includes with well-formed project schedules, resource estimates and cost estimates.
• Portfolio Reporting – Portfolio-level reporting during the Plan phase includes
resource utilization forecasts to identify resource under/over utilization; overviews of
project schedules to view timing of overall project portfolio delivery; and spend
forecasts
• Project Reporting – Project-level reporting starts during the Plan phase with the
formation of a Project Charter. Project charters detail the scope, objectives, schedule
and resources needed for successful project execution. At the project’s end, project
performance can be measured by comparing project results with estimated benefits
from the Project Charter
• Team Collaboration – Planning the start of projects requires tight coordination
between decision-makers (executives via PMOs), project managers, resource
managers and project team members. Collaboration is needed to ensure the clarity
of decisions, priorities and resource assignments
• Program Management –Similar to the overall planning of the portfolio schedule,
organizations that define programs will develop program schedules. A program
schedule is assembled from the schedules of the individual project within the
program. During the Plan phase, detailed plans for the program’s underlying projects
are created and baselined
Key benefits and capabilities:
• Identify gaps between overall resource availability and demand at the skill level
– Predicting resource utilization is a key input for capacity planning. Without proper
capacity planning, an organization will have very limited capability to pursue long term
strategic initiatives. This is a portfolio-level capability
• Finalize and release roadmap and headcount requirements to maximize
resource utilization – A release roadmap communicates the results of capacity
planning and provides direction to project managers and resource managers. Using
the release roadmap, project managers can coordinate resources assignments and
clarify priorities with resource managers. This is a key step where decisions and
priorities translate into an actual schedule. Resource managers and project
managers need this visibility to avoid resource conflicts. This is a benefit across all
divisions within the organization
• Search for team members with availability and assign to project – With the
appropriate resource management capabilities in place, project managers can quickly
assess the fit and availability of resources to projects and project tasks and make
specific named resource assignment decisions. This is a key point where the detailed
project planning, resource management, and portfolio decisions and priorities
converge and transition into action
• Finalize plan and baseline before moving into execution – Establishing a baseline
plan is critical to ongoing management of a project. With a baseline plan,
expectations are set across all project stakeholders
Doing the Right Things Right 10
13. Manage
The Manage lifecycle phase includes activities to support the delivery of projects and to track
the progress of projects. Quality delivery of projects is typically measured by the project’s
performance in delivering on scope, within budget and on schedule. Naturally, tracking of
projects is focused on monitoring forecasted deviations in scope, budget and schedule. The
most relevant core PPM processes in the Manage phase are:
• Resource Management – During the Manage phase, resource management
primarily occurs at the project level and involves the on/off-boarding of project team
members and assignment of resources to tasks
• Project Scheduling – Relative to the project schedule baseline, schedule tracking
and schedule forecasting take place on an ongoing basis throughout project
execution. This is another key component for managing successful project delivery
• Financial Management – Tracking of actual project spend, and forecasting future
project spend is required to ensure a project is working within its financial constraints.
It also contributes to tracking overall portfolio performance
• Time Reporting – Reporting of actual time spent on a project allows project
managers to track progress. Tracking of remaining budget and forecasting estimates
to complete helps to provide an overall picture of progress and to anticipate project
issues
• Portfolio Reporting – Managing the execution of an entire project portfolio depends
on tracking the entire project portfolio’s status and removing the obstacles hindering
the project teams. Periodic, succinct and accurate portfolio reporting is vital to high-
quality portfolio management. Typically, portfolio reporting is the foundation for
leadership team meetings throughout the budget year. This includes overall project
portfolio status, budget status, scope status and schedule status
• Project Reporting – Project managers are responsible for communicating the
progress and status of their project to multiple stakeholders: project sponsors,
beneficiaries, divisional managers and the project team. Standardized project status
reports promote easier and clearer communication to and between stakeholders
• Team Collaboration – Collaboration reduces execution risk and fosters project
success. Today, project teams usually exist within a matrix organizational structure.
In these structures each team member has multiple reporting lines and affiliations: to
their project team; functional division; or region. Consequently, sharing of knowledge
and resolution of project issues and risks can take circuitous routes. Furthermore, in
global organizations, teams are frequently challenged with working across large
geographic regions and time zones. Good collaboration within a project team, across
functional divisions and across regions is essential for expediting issue resolution and
for effective knowledge sharing throughout the organization
• Program Management – Overall health of a program is dependent on the status of
the projects within it. Similarly, changing scope or priority of a program will have a
broad impact on all of its projects
Key benefits and capabilities:
• Collaborate to effectively deliver selected projects – During project execution,
there are always minor deviations from plans due to situational changes or the
emergence of issues. Collaboration helps to address and avoid these deviations by
Doing the Right Things Right 11
14. bringing the right people together to work on a task or issue. Effective collaboration is
a pre-requisite for a high performing team
• Proactively monitor portfolio performance and visualize trends – Visibility into
the overall project portfolio performance provides executives with a mirror of their
organization and a true picture of what the organization is doing to realize its strategy.
This is an important perspective that feeds recalibration of priorities and goals
• Drill down to the project level to assess risks, issues, and status – This
facilitates better coordination within the project team and with project stakeholders
• Track and compare budget, actual and forecast values and make corrective
actions to improve project performance – Tracking and forecasting project
activities enables a project team to identify deviations from plan and to take corrective
action
• Re-optimize the portfolio to maintain alignment with business strategy – An
organization’s business context fluctuates as the delivery of the project portfolio
progresses. Market forces can produce new priorities; business health can change
assumptions about dollar or resource constraints; killed projects affect both resources
availability and strategic alignment. Periodic, ongoing re-optimization of the project
portfolio is needed to ensure project portfolio delivery continues to be aligned with the
organization’s strategy
Doing the Right Things Right 12
15. Building a Roadmap for Success
Overview
The advantage of understanding and using the ‘Create → Select → Plan → Manage’
governance lifecycle is that it provides a simple framework for improving PPM capabilities.
After evaluating your organization’s capability maturity for each phase in the ‘Create → Select
→ Plan → Manage’ framework, you can identify areas for improvement by assessing your
current state and defining your future state. Furthermore, this assessment can be organized
into three areas of evaluation – people, process, and tools.
Dividing the landscape of PPM into the areas of lifecycle, capability maturity and assessment
dimensions allows for the definition of an initial, workable set of PPM implementation
activities. Subsequent phases of activities can also be planned using the same framework.
Typically, a phased approach for implementation is needed to allow for proper adoption
across a large enterprise.
PPM Capability Maturity Model
Planning a PPM implementation starts with an assessment of current PPM capabilities.
Capabilities can be evaluated within each phase in the ‘Create → Select → Plan → Manage’
framework. Defining a desired future state using the same framework helps to identify areas
for improvement. The following diagram shows an example of a “PPM Capability Maturity
Model”. The example shows, for each PPM lifecycle step, a current state assessment of an
organization’s capability maturity from “Initial” to “Optimized”. The stages of maturity are
based on the Carnegie-Melon SEI Capability Maturity Model (CMM).
Example Maturity Assessment and Future State Definition
As described in the above example, implementation of the PPM future state definition can be
planned as a multi-phased implementation. With a phased approach, an organization can
“right-size” their PPM implementation efforts. For example, it’s not necessary for an
Doing the Right Things Right 13
16. organization to reach the highest levels of maturity across all areas. A phased approach also
allows time for the organization to absorb change.
The Microsoft EPM Solution provides a flexible solution architecture that can be tailored to
match the objectives in each phase of a multi-phased PPM deployment.
Creating a Roadmap
Using the PPM Capability Maturity Model from the previous section, the gaps between current
state and desired future state will indicate where implementation efforts need to be focused.
Wider gaps will require more effort for designing the solution, engaging stakeholders in
change and training. Before determining the scope of PPM implementation phases, an
organization should envision an overall roadmap. Typically, a PPM implementation roadmap
presents one of two general paths: top down, or bottom up.
A top down approach – portfolio management first, project management next – is applicable
for organizations with a greater need for overall visibility and control of investments versus a
need for improved project execution practices. A top-down approach might follow this path:
Implementing Create and Select processes first (rolling-out MS Office Portfolio Server mostly
for Executives and Managers) and then Plan and Manage processes (rolling-out MS Office
Project Server and Project Professional for Team Members and Project Managers)
Conversely, a bottom up approach – project management first, portfolio management next –
is more applicable for organizations that require more support for project execution and have
less need for portfolio management. A bottom up approach could be: Implementing Plan and
Manage processes first (rolling-out MS Office Project Server and Project Professional mostly
for Managers and Team Members) and then Create and Select processes (rolling-out MS
Office Project Server and Project Professional for Executives)
There are generally two approaches to implementing the
entire MS EPM Solution – top down & bottom up.
Doing the Right Things Right 14
17. The Microsoft EPM Solution
Overview
The Microsoft Office Enterprise Project Management (EPM) Solution is an end-to-end
collaborative project and portfolio environment. The Office EPM Solution helps your
organization gain visibility, insight and control across all work, enhancing decision-making,
improving alignment with business strategy, maximizing resource utilization and measuring
and helping to increase operational efficiency.
The Office EPM Solution includes the following products from the Microsoft Office Project
2007 family to provide organizations with an end-to-end project portfolio management (PPM)
solution:
• Microsoft Office Project Professional 2007: Microsoft Office Project Professional 2007
includes all the capabilities in Microsoft Office Project Standard 2007. Office Project
Professional 2007 gives you robust project management tools with the right blend of
usability, power and flexibility, so you can manage projects more efficiently and
effectively. You can stay informed, control project work, schedules and finances, and
keep project teams aligned, while becoming more productive through powerful reporting
options, integration with familiar Microsoft Office system programs, guided planning,
wizards and templates. In addition, Office Project Professional 2007 provides EPM
capabilities when connected to Microsoft Office Project Server 2007
• Microsoft Office Project Server 2007: Microsoft Office Project Server 2007 is the
flexible platform that supports the resource management, scheduling, reporting, and
collaboration capabilities in the Office EPM Solution. Office Project Server 2007 enables
organizations to store project and resource information centrally and consistently. It also
integrates with Microsoft Windows SharePoint Services 3.0 for file management and
collaboration capabilities, helping team members to work together more effectively.
Further, based on their roles, users can access data and functionality via the Internet with
Microsoft Office Project Web Access
• Microsoft Office Project Portfolio Server 2007: Microsoft Office Project Portfolio Server
2007 is a top-down portfolio management solution that helps organizations to realize their
potential by identifying, selecting, managing, and delivering portfolios that best align with
their business strategy. Office Project Portfolio Server 2007 integrates with Office Project
Server 2007 to provide organizations with an end-to-end project portfolio management
solution, accessed via Microsoft Office Project Portfolio Web Access
Doing the Right Things Right 15
18. Manage and control all types of work
• Standardize and communicate
a governance framework across
the organization
• Consolidate essential data for
all business and IT investments
in a centralized repository
• Effectively deliver project and
program portfolios that help
maximize return on investment
• Gain transparency and control
across your existing application
portfolios
• Manage work from simple
proposals to complex programs
of projects An example of the Project Center view in
Office Project Web Access
Improve visibility and insight to enhance decision-making
• Objectively prioritize, optimize and
select the project portfolio that
aligns with your business strategy
and maximizes return on
investment
• Proactively predict cost, resource
and schedule overruns through key
performance indicators (KPIs)
• Create custom views (such as
Dashboards or Scorecards) and
reports to gain transparency across
all projects, programs and
application portfolios
• Analyze information, and then An example of bubble chart showing project strategic value vs. costs
use predefined reports or create Office Project Portfolio Server 2007.
a custom report to expose
project-related information
Doing the Right Things Right 16
19. Effectively communicate and collaborate with all stakeholders
• Effortlessly collaborate and
share essential information
through team project
workspaces that use Windows
SharePoint Services
• Keep teams aligned through
task assignments and
timesheet reporting
• Confidently initiate, plan and
track projects whether in or out
of the office
• Use built-in integration to
communicate project-related
information through Microsoft
Office system applications
An example home page with personalized content
and links to project workspaces and a personalized time sheet
Evolve with a scalable and configurable platform
• Take advantage of embedded best practices and templates to simplify configuration and
deployment and quickly realize a return on investments
• Effectively integrate and share data with line-of-business solutions
• Scale up and out with confidence using the newly redesigned server architecture
• Tap into all of the Project Web Access capabilities through their exposure as Web
services
• Incorporate business processes by using the Windows Workflow Service support for the
Office Project Server 2007 new event model
• Develop custom solutions using a Microsoft .NET Framework–based server application
programming interface (API) and server-side scheduling engine
Doing the Right Things Right 17
21. Conclusion
The Microsoft Office Enterprise Project Management (EPM) Solution is an end-to-end
collaborative project and portfolio environment. The Office EPM Solution helps your
organization gain visibility, insight and control across all work; thus enhancing decision-
making, improving alignment with business strategy, maximizing resource utilization, as well
as measuring and increasing operational efficiency.
Doing the Right Things Right 19