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The document introduces a scalable project portfolio management (PPM) approach that is intended to be culturally neutral and support both top-down and bottom-up management. It emphasizes communication, risk management, and value-based decision making. The scalable PPM process involves defining measurements, determining strategy, selecting projects, allocating resources, analyzing the current state, balancing resources, eliminating non-value adding projects, executing projects, and reporting on performance. The benefits of this approach include aligning the PPM process to an organization's culture without sacrificing efforts, allowing strategic input from all management levels, and making decisions based on value.

Project Portfolio Management for Everyone Knowth Consulting Presents

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The PPM Pyramid Culture Power Rules Process Maturity Goals

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The document summarizes a presentation on common factors for managing successful change. It provides an agenda for the event that includes an introduction to the Enabling Change Special Interest Group (SIG), presentations on case studies, and identification of common success factors. Several delegates then share examples of change programs they are involved in from organizational, IT, and process changes. The presenter discusses three of their case studies in more detail. Common factors identified by delegates include having senior leadership support, strong program/project management, stakeholder engagement, communication, and benefits realization. The presentation concludes by highlighting resources available through the SIG.

SSCG Project Management Services

SSCG Consulting

This document provides a summary of project management services from SSCG, a global management consulting firm. SSCG offers portfolio, programme and project management consulting to help clients improve processes and capabilities. Key services highlighted include portfolio management, programme management office setup, benefits realization assessment, and project risk assessment. The document emphasizes that effective project management can help drive strategic alignment, reduce costs and improve success rates. Contact information is provided to learn more about SSCG's project management consulting offerings.

Programs and Portfolios - Multi-project Management

Bryan Fenech

Project, Program & Portfolio Management

Anand Subramaniam

This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.

Good Projects Gone Bad: an Introduction to Process Maturity

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Building Project management Value through Strategic Alignment

fadisamara

The document discusses building project management value through strategic alignment and professional development. It defines key project management terms like portfolio, program, and project based on PMI definitions. It presents models for putting these concepts together, including a high-level project portfolio management model and a detailed project portfolio management process model. It also discusses implementing project management while demonstrating value through a phased approach and outlines how to know when project management has succeeded in an organization.

Karl Riley PwC analysis from their 4th global PPM

Association for Project Management

The document summarizes the key findings of PwC's 4th Global PPM Survey. It identifies 5 themes for how organizations can better deliver change: 1) optimize portfolios to maximize returns, 2) be flexible and change faster, 3) enable people to deliver success, 4) connect executive teams to delivery teams, and 5) measure and address facts to maintain direction. The survey found disconnects between executive teams and PMs, a lack of clear outcomes, and not stopping low-value projects. Changing how programs are delivered could better align activities to strategy and improve benefits realization.

The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.

Challenges Of Project Management

ashutoshsachan

This document discusses the challenges of multiple project management in the service industry. It defines project management as planning, organizing, and managing resources to achieve project goals and objectives while adhering to constraints like scope, quality, time and budget. Some challenges of project management include high demand, limited resources, multiple projects, and lack of project management skills. It recommends linking projects to strategic plans, training project sponsors, managing change and risk, and being realistic about planning and scheduling to overcome these challenges.

PPM Global survey (with outputs)

Association for Project Management

Wk 7b organizational change

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This document outlines an approach to organisational change management with the following key elements: conducting a change readiness assessment to identify potential risks and develop action plans; creating a communications strategy and plan to inform stakeholders; establishing a change facilitator network of internal champions to build change awareness; and developing a transition management plan to address the human aspects of change throughout the project duration. The goal is to manage the people components of a business transformation initiative to successfully realise the desired outcomes.

Program Management

Rajnish Anand

The document discusses the differences between program management and project management. It states that program management involves managing multiple related projects to improve organizational performance, while being related to systems engineering. Key differences outlined include that programs have broader scope, focus on business objectives over technical tasks, involve governance, financial management, and executive-level change management. Project management focuses more on individual project content, scope, schedule, resources, and risk management. The document provides examples of responsibilities for program and project managers.

The agile pmp teaching an old dog new tricks

Long Thay

The document discusses traditional project management approaches and how agile project management represents a paradigm shift. It notes that agile embraces uncertainty, sees time and cost as primary constraints rather than scope, and focuses on delivering working products in short cycles to inspect outcomes and adapt more than predictive upfront planning. The document suggests incorporating agile values and principles into project management plans and practices.

project management essentials

Info-Tech Research Group

fective project management is critical to ensure that the results meet stakeholder expectations, yet organizations resist project management due to the perception that it must be complex and require excessive effort and expense. This solution set overview will help you: •Understand the Project Management Essentials. •Implement the essentials to improve project success rates. •Link to tools and templates for successful project planning, monitoring, and communication. Clear success criteria, strong soft skills, a focus on resource planning, and an active approach to project management are more important than formalized frameworks, certified project managers or complex software.

13 Reasons Why Your Organization Needs Project Portfolio Management

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What is portfolio management and why is it important?

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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.

PfMP - A Practical Guide to Project Portfolio Management

Dave Ungar

This document summarizes a presentation on project portfolio management. It discusses key aspects of PPM including strategy, governance, performance, risk management, and communication. It also references the Project Management Institute's standard for portfolio management as an important resource. The presentation aims to provide practical guidance on using data to make investment decisions and align projects, as well as optimizing performance through governance, risk management, and key performance indicators.

Connected Congregations: Adaptive Leadership Webinar

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This document discusses adaptive leadership and outlines a framework for addressing adaptive challenges. It identifies three key areas to focus on: people, process, and pipeline. For people, it discusses different skills and talents needed for an adaptive leadership team. For process, it discusses attributes of adaptive and collaborative leadership practices. For pipeline, it discusses mechanisms for continually identifying, cultivating, and developing new leaders. The overall framework provides a way for organizations to assess their current approach and identify areas for improvement in building an adaptive leadership model.

PwC Global PPM survey - the case for doing things differently

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This document summarizes the key findings of PwC's 4th Global PPM Survey. The survey found that familiar issues with program/project delivery are still not being addressed. It identifies 5 themes for organizations to focus on: 1) optimize their portfolio to maximize returns, 2) be flexible and change faster, 3) enable people to deliver success, 4) connect executive teams to delivery teams, and 5) measure and address facts to maintain direction. While benefits are often set, they are not always realized. The survey illustrates there is often a disconnect between executive teams and program managers. To be successful, organizations need to understand strategy and adapt delivery to meet changing needs.

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041006-Program Management PMI NB - PMI Logo

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The document discusses key aspects of program management according to PMI standards. It begins by introducing program management and defining it as the centralized coordinated management of related projects to achieve strategic benefits and objectives. It then covers several key elements of program management including: defining the program and developing the vision/roadmap; managing the portfolio of projects; governance structures like gate reviews and risk management; change management; and closing the program. Diagrams depict relationships between domains, the program lifecycle, and an example program organization structure.

Improved Business Performance Through Effective Portfolio Management

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The document discusses improving business performance through effective portfolio management. It outlines some common business challenges around resource management, project prioritization, and process management. It then discusses addressing these challenges by doing the right projects aligned with strategy and goals, and doing projects right through effective processes, governance, and information systems. Finally, it contrasts characteristics of businesses with poor versus high performing portfolio management practices.

Project Management 101 Briefing

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10 tips to implement a project portfolio management

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Senior management buy-in is required to implement project portfolio management (PPM) successfully. Do not try to implement PPM across the entire organization at once; instead, use a phased approach starting with a proof of concept. When selecting PPM tools and processes, consider functionality, vendor experience, and how decisions will be made regarding project selection, timing, and resource allocation. Monitor projects closely and be open to terminating projects that appear to be failing, rather than just trying to get them back on track.

Multiple project's management in service industry

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The document discusses techniques for managing multiple projects in the service industry. It outlines some of the key challenges project managers face with multiple projects, including limited resources, frequent changes, and conflicting priorities. Some techniques presented to overcome these challenges include time management, prioritizing projects, using a work breakdown structure, keeping daily status updates, maintaining a risk and issues log, scheduling resources efficiently, and creating a dashboard to track all projects.

CCP_SEC5_ Project Management

Hisham Haridy MBA, PMP®, RMP®, SP®

A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.

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Pridesys IT Ltd.

Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with different modules that cover all the aspects of your Garments Business. This solution supports multi-currency and multi-location based operations. It aims at keeping track of all the activities including receiving an order from buyer, costing of order, resource planning, procurement of raw materials, production management, inventory management, import-export process, order reconciliation process etc. It’s also integrated with other modules of Pridesys ERP including finance, accounts, HR, supply-chain etc. With this automated solution you can easily track your business activities and entire operations of your garments manufacturing proces

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Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdf

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1. Project Portfolio Management for Everyone Knowth Consulting Presents

3. The PPM Pyramid Culture Power Rules Process Maturity Goals

4. Operating in the Value Zone Portfolio Management Project Management Organizational Infrastructure & Culture The Zone

8. The PPM Process - Executive Management’s Responsibilities Determine Strategy Select Top Tier Projects Innovate “ Mind the Gap” Apportion remaining Funds

9. Infra-structure: 45% Apportioning Funding Utility: 20% Enhancement: 10% 15% Frontier: 10% Invest – 30% 10 % Manage – 35% Optimize – 35%

10.

11. Scalable PPM – Functional Management Responsibilities Determine Strategy Select Top Tier Projects Innovate “ Mind the Gap” Apportion Remaining Funds Analyzing the Current State

12.

13. Scalable PPM – Functional Management Responsibilities Determine Strategy Select Top Tier Projects Innovate “ Mind the Gap” Apportion Remaining Funds Analyzing the Current State Imputing Strategy Balance Resources Eliminate Projects

14.

15.

16. Scalable PPM – Functional Management Responsibilities Determine Strategy Select Top Tier Projects Innovate “ Mind the Gap” Apportion Remaining Funds Analyzing the Current State Imputing Strategy Balance Resources Eliminate Projects Define Measurements

17.

18. Scalable PPM – Project Management’s Responsibilities Determine Strategy Select Top Tier Projects Innovate “ Mind the Gap” Apportion Remaining Funds Analyzing the Current State Imputing Strategy Balance Resources Eliminate Projects Define Measurements Execute Projects Report on Performance

19.

20. The Scalable PPM Process Define Measurements Determine Strategy Select Top Tier Projects Innovate “ Mind the Gap” Apportion Remaining Funds Analyzing the Current State Imputing Strategy Balance Resources Eliminate Projects Execute Projects Report on Performance

21.

22.

23.

Editor's Notes

All of these are conventional assumptions about PPM BUT they while true in a “best practice sense” All of these assumptions limit the usefulness of portfolio management to a tops down approach.
Evaluate the list of projects Confirm alignment Determine level of acceptable risk Confirm timing (real options) Confirm high-level resource capacity Agree on strategic Value Identify Gaps Commit to innovation

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Editor's Notes