Company

LOGO

DIPLOMA IN PROJECT MANAGEMENT

OPERATIONS, PROJECT, PROGRAM, PORTFOLIO,

STRATEGY AND PMO

Company

LOGO

PE, PMP, PgMP, PME, MCT, PRINCE2 Practitioner.PE, PMP, PgMP, PME, MCT, PRINCE2 Practitioner.

Instructor

Suhail Iqbal

OPERATIONS, PROJECT, PROGRAM,

PORTFOLIO, STRATEGY AND

PMO

UNIT 1

UNIT 1OVERVIEW

OPERATIONS, PROJECT, PROGRAM, PORTFOLIO,

STRATEGY AND PMO

UNIT 1

OVERVIEWCONTENT

• Project• Project Management• Program• Program Management• Portfolio• Portfolio Management• Project Management Office (PMO)• Organizational Project Management Maturity (OPM3)

A project is a temporary endeavor undertaken to create a unique product,

service or result.

What is a Project?PROJECTTopic 1.2

Accomplished through the appropriate application and integration of 42

logically grouped project management processes comprising

the 5 process groups.

PROJECT MANAGEMENTTopic 1.3

What is Project Management?

Application of knowledge, skills, tools, and techniques to project

activities to meet the project requirements.

PROGRAMTopic 1.4.2

Program Management

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 of the scope of the discrete projects in the program.

A project may or may not be part of a program but a program will always have projects.

PROGRAM MANAGEMENTTopic 1.4.2

Program Management

Program Management is defined as the centralized coordinated management of a program to achieve the program’s strategic objectives and benefits.

Projects within a program are related through the common outcome and collective capability.

Focuses on project interdependencies and helps to determine the optimal approach for managing them.

Following relationships qualify for portfolio management and not program management: Shared client, Seller, Technology, and

Resource.

PROJECT INTERDEPENDENCIESTopic 1.4.2

Program Management

Actions related to project interdependencies may include: Resolving resource constraints and/or

conflicts that affect multiple projects within the system.

Aligning organizational/strategic direction that affects project and program goals and objectives.

Resolving issues and change management within a shared governance structure.

PORTFOLIOTopic 1.4.1

Portfolio Management

A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.

The projects or programs in the portfolio may not necessarily be interdependent or directly related.

PORTFOLIO MANAGEMENTTopic 1.4.1

Portfolio Management

Portfolio Management refers to the centralized management of one or more portfolios, which includes identifying, prioritizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives.

Portfolio Management focuses on ensuring that projects and programs are reviewed to prioritize resource allocation, and that the management of the portfolio is consistent with and aligned to organizational strategies.

GOALS OF PORTFOLIO MANAGEMENTTopic 1.4.3

Projects and Strategic Planning

To maximize the value of the portfolio by careful examination of its components – the constituent projects, programs and other related work, for inclusion in the portfolio and the timely exclusion of projects not meeting or

contributing least to the portfolio’s strategic objectives.

Organizations’ strategic plan becomes the primary factor guiding investments in the projects.Senior managers or senior management teams typically take on the responsibility

of portfolio management for an organization.

RELATIONSHIPSTopic 1.4

Project, Program and Portfolio

Organizational Planning Impacts projects by means of Project

prioritization Directs Funding and Support for component

projects on the basis of Risk categories Specific lines of business General types of projects

In mature organizations, project management is governed by program and portfolio management.

Organizational strategies and priorities Organization’s Strategic Plan

Reference: Figure 1-1.PMBOK® Guide, 4th Ed

Portfolio, Program, and Project Management Interactions

Portf

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, and

Pro

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M

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Figure 1-1

STRATEGIC PLANNINGTopic 1.4.3

Projects and Strategic Planning

Projects are often utilized as a means of achieving an organization’s strategic plan.

Projects are typically authorized as a result of one or more of the following strategic considerations: Market demand Strategic opportunity/business need Customer request Technological advancement Legal requirements

PMOTopic 1.4.4

Project Management Office A Project Management Office (PMO) is

an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain.

The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project.

The projects supported or administered by the PMO may not be related other than by being managed together.

Specific form, function, and structure of a PMO is dependent upon the supported organization’s needs.

PMOTopic 1.4.4

Project Management Office

A PMO can be delegated authority to act as an integral stakeholder and a key decision maker during the beginning of each project, to make recommendations, or to terminate projects or take other actions as required to keep business objectives consistent.

A PMO may be involved in selection, management, and deployment of shared or dedicated project resources.

PRIMARY FUNCTION OF A PMOTopic 1.4.4

Project Management Office

A primary function of a PMO is to support project managers in a variety of way which may include, but are not limited to: Managing shared resources across all projects

administered by the PMO. Identifying and developing project management

methodology, best practices, and standards. Coaching, mentoring, training, and oversight. Monitoring compliance with project management

standards, policies, procedures, and templates via project audits.

Developing and managing project policies, procedures, templates, and other shared documentation.

Coordinating communication across projects.

StakeholdersTopic 2.3 PMO PROVIDES

The PMO can provide but is not limited to:- Administrative support services such as policies,

methodologies, and templates. Training, mentoring, and coaching of project

managers. Project support, guidance, and training on how to

manage projects and the use of tools. Resource alignment of project staff. Centralized communication among project

managers, project sponsors, managers, and other stakeholders.

PMO

OPERATIONSTopic 1.5

Projects vs. Operations

Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service.

Organizations sometimes change their operations, products, or systems by creating strategic business initiatives.

PROJECTS Though temporary in nature, projects can help

achieve the organizational goals when they are aligned with the organization’s strategy.

THE SIMILARITIESTopic 1.5

Projects vs. Operations

OPERATIONS PROJECTSBoth requires to be performed by peopleBoth requires to be provided resources

Both are constrained by limited resourcesBoth requires to be planned, executed ad controlled

Both are aligned with the Organizational Strategic ObjectivesDeliverables and Knowledge is transfered between the two

Occurs through transfer of project resource to operations toward the end of the project

OrThrough a transfer of operational resource to project at the start of

the project

THE DIFFERENCESTopic 1.5

Projects vs. Operations

OPERATIONS PROJECTSOperations require Business Process Management or Operations Management

Projects require Project Management

Permanent Endeavors Temporary UndertakingsOngoing nature of Operations Temporary Assignments

Produce Repetitive Outputs Produce Unique OutputsPermanent Resource Assignments Temporary Resourcing

Executed as per standards (SOPs) institutionalized in product life cycle

Executed according to Project Management Plan developed for project life cycle

Sustain the business Attain objective and then terminate

Adopt a new set of objectives and the work continues.

Concludes when its specific objectives have been attained

INTERSECTIONSTopic 1.5

Projects vs. Operations

Projects can intersect with operations at various points during the product life cycle: At each closeout phase When developing a new product, upgrading a

product, or expanding outputs Improvement of operations or the product

development process Until the divestment of the operations at the end

of the product cycle

PROJECT MANAGERTopic 1.6

Role of a Project Manager

The role of project manager is distinct from a functional manager or operations manager. A Project Manager is the person assigned by

the performing organization to achieve the project objectives.

A Functional Manager is focused on providing management oversight for a administrative area.

An Operations Manager is responsible for a facet of the core business.

Project Manager may report to a Functional Manager, a Portfolio Manager or a Program Manager.

CHARACTERISTICSTopic 1.6

Role of a Project Manager

Effective project management requires that the project manager possess the following characteristics: Knowledge – What PM knows about project

management? Performance – What PM is able to do or

accomplish while applying the Knowledge? Personal – How PM behaves when performing

project?

PERSONAL EFFECTIVENESSTopic 1.6

Role of a Project Manager

Attitudes Core personality characteristics Leadership – ability to guide the project

team while achieving project objectives and balancing the project constraints.

Review Questions

THE END

THANK YOU

The End