The document discusses project and programme management in Belgium. It finds that while budgets and importance of projects/programmes have increased, success is not guaranteed. Around 45% of projects miss deadlines and budgets while only partially delivering benefits. Structured management pays off, with higher success rates. However, identifying and tracking benefits remains a challenge, with over half of companies not doing so regularly. The survey also examines the role and positioning of enterprise architecture, finding it is often immature and not central to strategic planning.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M
Helps achieve...
•Transparency – Line of sight into decisions, performance, and benefits
•Accountability – Ownership and decision-making thresholds defined and governed
•Compliance – Comply with organizational and public sector policies, regulations, and guidelines
•Cost Savings – Eliminate wasteful spending, out-of-control execution, re-invention, and disconnected operations
•Funds Optimization – Obtain optimal benefits for amount budgeted and expended
•Benefits Realization – Achieve the intended benefits as described in the business case
The document discusses combining the PRINCE2 and PMBOK project management methodologies. It provides an overview of each methodology, including their pros and cons. It then describes a case study from Getronics that takes a combined approach to leverage the complementary nature and benefits of both PRINCE2 and PMBOK. The key advantages are that PRINCE2 provides a structured process-based methodology while PMBOK provides a foundation of generally accepted project management knowledge and principles.
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
From PMO to OPM (Building and Sustaining the Organizational Project Management System)
Many organizations have invested into project management training, yet projects still fails, or provide less than optimal solutions. Other organizations have implemented project management offices (PMO), yet some of these PMO are failing, or not delivering the essential benefits, or not living up to executives' performance expectations. In other words, there are gaps. The gaps are in term of knowledge, expertise, practice, and perhaps are due to not implementing the right solution.
What is the solution? Is project management training enough? Is investing in certification training (such PMP, PRINCE2, or other certifications) enough? Are the certified individuals able to deliver benefits and improve organizational performance?
To achieve the strategic benefits of project management, it is CRUCIAL to close the gap between knowledge and practice, gaps that cannot be filled by training or certification only. Organizations must recognize the need to invest into their organizational project management as a system. A system approach will lead to implementing the governance, policies, processes, framework, and project management methodology for managing projects successfully.
The document provides an overview of strategic portfolio management. It discusses the rationale for portfolio management, including aligning projects with organizational strategy and goals. Benefits of portfolio management include improved resource utilization and risk management. Challenges include lack of consensus, poor prioritization, and weak controls. Critical success factors include senior management commitment, robust governance processes, and ensuring project alignment with objectives. The document also outlines portfolio management roles and provides examples of how organizations can categorize their portfolio management effectiveness.
From Balanced Scorecard to Project Portfolio ManagementRoberto Toledo
The document discusses project portfolio management and alignment with organizational strategy. It introduces the Balanced Scorecard as a tool to help with strategic planning and implementation. The Balanced Scorecard provides a framework to classify objectives across four perspectives: financial, customer, internal processes, and learning and growth. It can then be used to identify projects and initiatives that will help achieve strategic goals.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M
Helps achieve...
•Transparency – Line of sight into decisions, performance, and benefits
•Accountability – Ownership and decision-making thresholds defined and governed
•Compliance – Comply with organizational and public sector policies, regulations, and guidelines
•Cost Savings – Eliminate wasteful spending, out-of-control execution, re-invention, and disconnected operations
•Funds Optimization – Obtain optimal benefits for amount budgeted and expended
•Benefits Realization – Achieve the intended benefits as described in the business case
The document discusses combining the PRINCE2 and PMBOK project management methodologies. It provides an overview of each methodology, including their pros and cons. It then describes a case study from Getronics that takes a combined approach to leverage the complementary nature and benefits of both PRINCE2 and PMBOK. The key advantages are that PRINCE2 provides a structured process-based methodology while PMBOK provides a foundation of generally accepted project management knowledge and principles.
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
From PMO to OPM (Building and Sustaining the Organizational Project Management System)
Many organizations have invested into project management training, yet projects still fails, or provide less than optimal solutions. Other organizations have implemented project management offices (PMO), yet some of these PMO are failing, or not delivering the essential benefits, or not living up to executives' performance expectations. In other words, there are gaps. The gaps are in term of knowledge, expertise, practice, and perhaps are due to not implementing the right solution.
What is the solution? Is project management training enough? Is investing in certification training (such PMP, PRINCE2, or other certifications) enough? Are the certified individuals able to deliver benefits and improve organizational performance?
To achieve the strategic benefits of project management, it is CRUCIAL to close the gap between knowledge and practice, gaps that cannot be filled by training or certification only. Organizations must recognize the need to invest into their organizational project management as a system. A system approach will lead to implementing the governance, policies, processes, framework, and project management methodology for managing projects successfully.
The document provides an overview of strategic portfolio management. It discusses the rationale for portfolio management, including aligning projects with organizational strategy and goals. Benefits of portfolio management include improved resource utilization and risk management. Challenges include lack of consensus, poor prioritization, and weak controls. Critical success factors include senior management commitment, robust governance processes, and ensuring project alignment with objectives. The document also outlines portfolio management roles and provides examples of how organizations can categorize their portfolio management effectiveness.
From Balanced Scorecard to Project Portfolio ManagementRoberto Toledo
The document discusses project portfolio management and alignment with organizational strategy. It introduces the Balanced Scorecard as a tool to help with strategic planning and implementation. The Balanced Scorecard provides a framework to classify objectives across four perspectives: financial, customer, internal processes, and learning and growth. It can then be used to identify projects and initiatives that will help achieve strategic goals.
This document presents a Project Portfolio Management (PPM) Capability Reference Model created by Robert Greca to establish a common framework for discussing the elements of PPM. The model outlines key PPM capabilities at the portfolio, program, and project levels, and is intended to clarify terminology and scope. Greca provides the model for others to use and customize as needed for their organizations.
As veterans of any enterprise software implementation
know all too well, risks to program success increase
dramatically if the organization isn’t aligned around
key objectives, investments, and timelines.
But what does organizational alignment really entail, especially for
large-scale PLM (Product Lifecycle Management) initiatives that cross
multiple functional, regional, and process boundaries?
This document provides a summary of Austin C. Mattson II's professional experience and qualifications. Over 30 years, he has held leadership roles in project management, operations management, and executive consulting. He has extensive experience delivering complex projects across multiple industries globally. Mattson also has expertise in project portfolio management, change management, business planning, and developing project management systems.
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
This document provides an overview of a PMP exam preparation training presented by Learnerstreet International Pvt Ltd. It includes disclaimers about the use of PMP and PMBOK trademarks. The agenda covers an introduction, project integration management, and other knowledge areas. Information is provided about PMP certification requirements, fees, and the exam format. Ground rules are established for the training and it is noted that the material is based on PMBOK 5th edition.
Slowing Down to Speed Up: 6 Steps to Effective PLM PlanningPTC
As more and more companies understand the strategic
business potential of PLM (Product Lifecycle Management)
to improve product innovation, development, and
competitive advantage, the scope of PLM initiatives
has increased dramatically.
Indeed, research from Tech-Clarity and PTC shows that, on average,
companies implementing PLM in the last few years typically involve
three or more departments across the organization (e.g., manufacturing,
supply chain, quality), not just engineering.
As such, the complexity of planning and managing successful initiatives
has increased dramatically...
The webinar provided an overview of effective governance principles for project management, including defining roles and responsibilities, ensuring alignment between projects and organizational strategy, and applying governance throughout the project lifecycle. It discussed challenges organizations face with governance and highlighted the APM principles for governance of project management. The presentation emphasized that governance is the responsibility of the board and senior leaders and involves stakeholder engagement, decision-making processes, and independent review.
Introduction project management framework (part i & part-ii )-mm rahmanSTM-Skill That Matters
This is a presentation for PMP exam preparation. In this presentation, we describe the Basic fundamental understanding of the project management framework. We describe What is project, Why the projects are initiated? What is project management? Why project management is required? The relationship between project, program, and portfolio. We also discuss what is the relationship between operation and project. How Organizational project management works etc.
Alpha PM Consulting provides project management training, consulting, and staffing services across Latin America and the southern US. They have a multidisciplinary team of certified Project Management Professionals with experience across diverse industries and cultures. Their training programs provide PDUs and follow both local practices and PMI standards to transfer effective project management tools and techniques.
This document compares projects, programs, and portfolios. It outlines that projects have a reduced and specific scope, while programs have a broader scope and may experience more changes. Portfolios follow a corporation's strategy. Project managers focus on time, scope and cost, while program managers measure success through ROI, new functionalities and benefit realization. Portfolio managers measure aggregate performance. Leadership styles also differ, with project managers focusing on execution, program managers on relationships, and portfolio managers on adding value.
Here are the key functions of a project manager:
- Planning - Developing a project plan that defines the scope, schedule, budget, resources needed, risks, etc. This includes creating work breakdown structures, schedules, budgets, etc.
- Organizing - Establishing the project organization structure and defining roles and responsibilities. This includes building the project team.
- Leading - Motivating and leading the project team to achieve the project goals. This involves communication, resolving issues, and managing stakeholders.
- Controlling - Monitoring and controlling project progress by tracking schedule, budget, scope, quality, and risks. This involves reporting, change management, and issue resolution.
- Closing - Completing all project activities
PMPartners provides project and program management training, consulting, and delivery services. They help organizations implement sustainable project success through comprehensive education solutions, consulting to develop processes and methods, enterprise project management solutions, and project resourcing and delivery. PMPartners understands challenges organizations face and provides practical business solutions.
The document provides an overview of project management concepts including defining a project, the role of a project manager, and the Project Management Body of Knowledge (PMBOK). A project is a temporary endeavor to create a unique product or service. Project management involves coordinating resources to meet objectives for a project. The PMBOK defines the generally recognized practices and processes involved in project management.
This document discusses managing an ITIL SaaS implementation program through defining feedback loops. It proposes pre-defining feedback loops within the program and projects to efficiently manage resources, generate repeatable projects, and provide performance metrics. Implementing this proposal would result in projects running on schedule and scope and the business seeing frequent successes.
The ultimate fast-track guide to PRINCE2 for PMP credential holdersAlison Wood
For PRINCE2 courses visit this link: http://www.knowledgetrain.co.uk/prince2-training-courses.php
There is some good news to share to those of you who hold PMP or CAPM credentials. You are now potentially able to fast-track your route to gaining PRINCE2 certification! In 2014, AXELOS the PRINCE2 accreditation body relaxed its pre-requisites for taking the PRINCE2 Practitioner exam. The new rules state that PMP and CAPM credential holders no longer need to sit the PRINCE2 Foundation exam before the Practitioner. What a great way to save you money!
This guide is designed for PMP and CAPM credential holders who may be interested in becoming PRINCE2 certified. The guide will help you get to grips with PRINCE2 by looking at some of the key differences and similarities between that and the PMBOK Guide.
I’d urge all PMP and CAPM credential holders to at least take a look at the guide. The fast-track option for PRINCE2 is too good an opportunity to miss!
Isbn 978 1-4665-6631-69 781466 56631690000 businesssuser337fce
This document provides an overview of the third edition of "The Complete Project Management Office Handbook". It discusses how the book extends concepts of modern project management into project management oversight, control, and support. It explains how the project management office (PMO) can be used as a business integrator to influence project outcomes. The book helps readers determine if a PMO is right for their organization and identifies different levels of PMO competency and development. It provides guidance on setting up and operating a PMO, including checklists and processes.
Estudo de Caso: Supporting Scaling Agile with Portfolio Management: Case Paf.comBruna Schramm
Estudo de Caso descrito na apresentação.
Título: Supporting Scaling Agile with Portfolio Management: Case Paf.com
Autores:
Kristian Rautiainen
Joachim von Schantz
Jarno Vähäniitty
This chapter discusses why project management is important for businesses. It defines what a project is and differentiates projects from regular business processes. The chapter covers the typical project life cycle stages of conceptualization, planning, execution, and termination. It also discusses different ways to define and measure project success, including considering goals related to time, budget, scope and quality. Finally, it introduces various models for assessing an organization's project management maturity.
The document discusses the results of a survey about Project Portfolio Management (PPM) and Project Management Offices (PMOs). Key findings include:
1) Most organizations have PPM processes, methodologies and tools in place but still see room for improvement in governance, especially regarding risk management and decision making power.
2) While strategic goals guide PPM, portfolios are often defined by business lines rather than goals. Cost reduction is the most common strategic objective for projects.
3) Over 75% of respondents have a PMO to support PPM, most often set up by business line. PMOs' main responsibilities include support, administration and standards.
4) Governance works best for
KPI Partners E-Book: The Project Analytics FrameworkKPI Partners
This e-book discusses the goals and objectives of project-based analytics.
There is a saying that if it cannot be measured, it cannot be managed. Traditionally, projects have used schedules and budgets to monitor progress. This only provides part of the answer. It does not address other variables.
Just because a project comes in on time and on budget does not mean it is a success. The deliverables may be of poor quality, and there may be dozens of outstanding issues. A much broader view is required to insure a project’s ultimate success.
The Project Analytics framework presented in this e-book details the elements of a complete project analytics framework and how Oracle Project Analytics meets the needs of this framework.
"The primary goal of a Project Analytics system is to help project stakeholders meet project objectives in an optimized manner while honoring the project constraints."
History shows that projects that are carefully managed, large or small, are considered most successful both in the short and the long term. Project Analytics systems help manage projects in almost all cases.
This document presents a Project Portfolio Management (PPM) Capability Reference Model created by Robert Greca to establish a common framework for discussing the elements of PPM. The model outlines key PPM capabilities at the portfolio, program, and project levels, and is intended to clarify terminology and scope. Greca provides the model for others to use and customize as needed for their organizations.
As veterans of any enterprise software implementation
know all too well, risks to program success increase
dramatically if the organization isn’t aligned around
key objectives, investments, and timelines.
But what does organizational alignment really entail, especially for
large-scale PLM (Product Lifecycle Management) initiatives that cross
multiple functional, regional, and process boundaries?
This document provides a summary of Austin C. Mattson II's professional experience and qualifications. Over 30 years, he has held leadership roles in project management, operations management, and executive consulting. He has extensive experience delivering complex projects across multiple industries globally. Mattson also has expertise in project portfolio management, change management, business planning, and developing project management systems.
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
This document provides an overview of a PMP exam preparation training presented by Learnerstreet International Pvt Ltd. It includes disclaimers about the use of PMP and PMBOK trademarks. The agenda covers an introduction, project integration management, and other knowledge areas. Information is provided about PMP certification requirements, fees, and the exam format. Ground rules are established for the training and it is noted that the material is based on PMBOK 5th edition.
Slowing Down to Speed Up: 6 Steps to Effective PLM PlanningPTC
As more and more companies understand the strategic
business potential of PLM (Product Lifecycle Management)
to improve product innovation, development, and
competitive advantage, the scope of PLM initiatives
has increased dramatically.
Indeed, research from Tech-Clarity and PTC shows that, on average,
companies implementing PLM in the last few years typically involve
three or more departments across the organization (e.g., manufacturing,
supply chain, quality), not just engineering.
As such, the complexity of planning and managing successful initiatives
has increased dramatically...
The webinar provided an overview of effective governance principles for project management, including defining roles and responsibilities, ensuring alignment between projects and organizational strategy, and applying governance throughout the project lifecycle. It discussed challenges organizations face with governance and highlighted the APM principles for governance of project management. The presentation emphasized that governance is the responsibility of the board and senior leaders and involves stakeholder engagement, decision-making processes, and independent review.
Introduction project management framework (part i & part-ii )-mm rahmanSTM-Skill That Matters
This is a presentation for PMP exam preparation. In this presentation, we describe the Basic fundamental understanding of the project management framework. We describe What is project, Why the projects are initiated? What is project management? Why project management is required? The relationship between project, program, and portfolio. We also discuss what is the relationship between operation and project. How Organizational project management works etc.
Alpha PM Consulting provides project management training, consulting, and staffing services across Latin America and the southern US. They have a multidisciplinary team of certified Project Management Professionals with experience across diverse industries and cultures. Their training programs provide PDUs and follow both local practices and PMI standards to transfer effective project management tools and techniques.
This document compares projects, programs, and portfolios. It outlines that projects have a reduced and specific scope, while programs have a broader scope and may experience more changes. Portfolios follow a corporation's strategy. Project managers focus on time, scope and cost, while program managers measure success through ROI, new functionalities and benefit realization. Portfolio managers measure aggregate performance. Leadership styles also differ, with project managers focusing on execution, program managers on relationships, and portfolio managers on adding value.
Here are the key functions of a project manager:
- Planning - Developing a project plan that defines the scope, schedule, budget, resources needed, risks, etc. This includes creating work breakdown structures, schedules, budgets, etc.
- Organizing - Establishing the project organization structure and defining roles and responsibilities. This includes building the project team.
- Leading - Motivating and leading the project team to achieve the project goals. This involves communication, resolving issues, and managing stakeholders.
- Controlling - Monitoring and controlling project progress by tracking schedule, budget, scope, quality, and risks. This involves reporting, change management, and issue resolution.
- Closing - Completing all project activities
PMPartners provides project and program management training, consulting, and delivery services. They help organizations implement sustainable project success through comprehensive education solutions, consulting to develop processes and methods, enterprise project management solutions, and project resourcing and delivery. PMPartners understands challenges organizations face and provides practical business solutions.
The document provides an overview of project management concepts including defining a project, the role of a project manager, and the Project Management Body of Knowledge (PMBOK). A project is a temporary endeavor to create a unique product or service. Project management involves coordinating resources to meet objectives for a project. The PMBOK defines the generally recognized practices and processes involved in project management.
This document discusses managing an ITIL SaaS implementation program through defining feedback loops. It proposes pre-defining feedback loops within the program and projects to efficiently manage resources, generate repeatable projects, and provide performance metrics. Implementing this proposal would result in projects running on schedule and scope and the business seeing frequent successes.
The ultimate fast-track guide to PRINCE2 for PMP credential holdersAlison Wood
For PRINCE2 courses visit this link: http://www.knowledgetrain.co.uk/prince2-training-courses.php
There is some good news to share to those of you who hold PMP or CAPM credentials. You are now potentially able to fast-track your route to gaining PRINCE2 certification! In 2014, AXELOS the PRINCE2 accreditation body relaxed its pre-requisites for taking the PRINCE2 Practitioner exam. The new rules state that PMP and CAPM credential holders no longer need to sit the PRINCE2 Foundation exam before the Practitioner. What a great way to save you money!
This guide is designed for PMP and CAPM credential holders who may be interested in becoming PRINCE2 certified. The guide will help you get to grips with PRINCE2 by looking at some of the key differences and similarities between that and the PMBOK Guide.
I’d urge all PMP and CAPM credential holders to at least take a look at the guide. The fast-track option for PRINCE2 is too good an opportunity to miss!
Isbn 978 1-4665-6631-69 781466 56631690000 businesssuser337fce
This document provides an overview of the third edition of "The Complete Project Management Office Handbook". It discusses how the book extends concepts of modern project management into project management oversight, control, and support. It explains how the project management office (PMO) can be used as a business integrator to influence project outcomes. The book helps readers determine if a PMO is right for their organization and identifies different levels of PMO competency and development. It provides guidance on setting up and operating a PMO, including checklists and processes.
Estudo de Caso: Supporting Scaling Agile with Portfolio Management: Case Paf.comBruna Schramm
Estudo de Caso descrito na apresentação.
Título: Supporting Scaling Agile with Portfolio Management: Case Paf.com
Autores:
Kristian Rautiainen
Joachim von Schantz
Jarno Vähäniitty
This chapter discusses why project management is important for businesses. It defines what a project is and differentiates projects from regular business processes. The chapter covers the typical project life cycle stages of conceptualization, planning, execution, and termination. It also discusses different ways to define and measure project success, including considering goals related to time, budget, scope and quality. Finally, it introduces various models for assessing an organization's project management maturity.
The document discusses the results of a survey about Project Portfolio Management (PPM) and Project Management Offices (PMOs). Key findings include:
1) Most organizations have PPM processes, methodologies and tools in place but still see room for improvement in governance, especially regarding risk management and decision making power.
2) While strategic goals guide PPM, portfolios are often defined by business lines rather than goals. Cost reduction is the most common strategic objective for projects.
3) Over 75% of respondents have a PMO to support PPM, most often set up by business line. PMOs' main responsibilities include support, administration and standards.
4) Governance works best for
KPI Partners E-Book: The Project Analytics FrameworkKPI Partners
This e-book discusses the goals and objectives of project-based analytics.
There is a saying that if it cannot be measured, it cannot be managed. Traditionally, projects have used schedules and budgets to monitor progress. This only provides part of the answer. It does not address other variables.
Just because a project comes in on time and on budget does not mean it is a success. The deliverables may be of poor quality, and there may be dozens of outstanding issues. A much broader view is required to insure a project’s ultimate success.
The Project Analytics framework presented in this e-book details the elements of a complete project analytics framework and how Oracle Project Analytics meets the needs of this framework.
"The primary goal of a Project Analytics system is to help project stakeholders meet project objectives in an optimized manner while honoring the project constraints."
History shows that projects that are carefully managed, large or small, are considered most successful both in the short and the long term. Project Analytics systems help manage projects in almost all cases.
Covering all the aspects of project management related to its characteristics, need, and importance, project life cycle, the Socio-Technical Approach to Project Management and its current drivers.
Discussion Paper PMO And Merger Projectstheteflonpm
The document discusses establishing a project management office (PMO) for a merger project. It recommends establishing a hierarchy of PMOs with different mandates that ultimately report to an enterprise PMO managed by a project director. The PMO would facilitate project teams, identify resource gaps, and ensure standards are followed for portfolio management, methodology, communication, and status reporting. It emphasizes the need for governance, defining projects and deliverables, and balancing autonomy with standardization.
Cadence is a global project management consulting and training firm known for its robust methodology and action-based approach. It has over 300,000 alumni from 50 countries and helps companies implement organizational project management through training programs for teams, managers, and executives. Successful organizational project management at companies like AkzoNobel has led to benefits like faster response to change, higher performance teams, and a positive impact on business results.
Business PMO & IT Pmo What Is The DifferenceStefan Rank
Business-PMO & IT-PMO - What is the difference
Organizational differences of Project Management Offices and the real world challenges that Project Management Offices face based on their organizational alignment in the overall structure of the organization
This document provides an overview of Module 1 of the PgMP certification course. It covers key topics such as the purpose of program management standards, the differences between projects and programs, relationships between projects, programs, portfolios and organizational project management. It also discusses business value, the role of the program manager including required skills and competencies. The document includes example questions to test understanding of program management concepts.
This document provides information about an upcoming PMO symposium to be held in Berlin, Germany from June 25-27, 2012. It includes details about keynote speakers, panel discussions, workshops, and networking opportunities focused on project, program and portfolio management offices. Some of the topics that will be discussed are PMO structures and roles, dashboarding and performance measurement, aligning projects with corporate strategy, and using PMOs to manage innovations. The event aims to provide international insights into leading successful PMOs and driving organizational change.
The document provides information about Eng. Akram Elnagar including his education and experience in portfolio, program and project management. It lists his various certifications such as PMP, PgMP, PMOC and discusses his role as founder of PM House, a project management consultancy. The document also contains sections on portfolio, program and project offices, the functions and services of a P3O, different P3O models and structures, tools and techniques used in P3Os and typical roles and responsibilities within a P3O.
excelr solutions is providing project management proffessional (PMP) training in hyderabad , india
it includes 3000 practice questions, free project management templates
it has 97.3% pass percentage rate.
it has both online and offline and for offline it is 12500/- and for offline 12500/-
excelr solutions is providing project management proffessional (PMP) training in hyderabad , india
it includes 3000 practice questions, free project management templates
it has 97.3% pass percentage rate.
it has both online and offline and for offline it is 12500/- and for offline 12500/-
Project Management Introduction General PM lifecyclesSerdar Temiz
The document provides an overview of project management concepts including the project life cycle. It defines a project as a temporary endeavor undertaken to create a unique product or service. Project management processes are grouped into five process groups: initiating, planning, executing, monitoring and controlling, and closing. The typical project life cycle involves sequential and overlapping phases from initiation to planning to execution and closure.
In Europe and the rest of the world, including Canada, PRINCE2 is the project management methodology of choice. This seminar will provide an overview of the PRINCE2 method and examine the similarities and differences between PMBOK® guide and PRINCE2. It will also suggest how these two project management approaches relate and complement each other, and how PRINCE2 provides added value to a PMBOK® guide knowledgebase.
Embedding a project approach - APM Project ArticleDonnie MacNicol
Even consultancies can learn from the discipline of project
management. Donnie MacNicol and Martin O’Neill explain
how they developed a professional project approach at Watson
Wyatt (now Willis Towers Watson) to boost performance.
Project Mng Basics Belarusian State University FinalТранслируем.бел
The document provides an overview of project management basics presented by Murat Erkan, a project manager with experience in various industries. It defines what a project is, outlines the benefits of project management, and discusses factors for successful projects. It also summarizes Erkan's background and agenda, which includes describing project manager skills, key processes, knowledge areas, and the evolution of project management as a profession.
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.
This document provides an overview of project management professional certification. It discusses the Project Management Institute as the owner of the PMP certification. The requirements to apply for the PMP are outlined, including needing a university degree and 4,500 hours of project management experience. The document also reviews the Project Management Body of Knowledge (PMBOK) guide, the 180 question exam, and how certification remains valid for 3 years through continuing education.
This document provides an overview of project management. It defines what constitutes a project, program, and portfolio. It discusses how effective project management can provide competitive advantages to businesses. While most executives view project execution as the most important skill, implementing strategic change is seen as the most important organizational capability. The document then covers project lifecycles, key stages of managing projects, and factors to consider around appropriate levels of project management effort for different types of projects. It provides examples of what good and ineffective project management look like.
Similar to Project & Programme Management and (20)
1. Project & Programme
Management and
Enterprise Architecture
in Belgium
Are you ready?
Companies in demand
for professional project
management and
strategic alignment
Survey Results
1