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Project Management slide 2

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Project Management slide 2

  1. 1. PMP Preparation Course Project/ Program/ Portfolio Management and Project Process Groups
  2. 2. Project , Program, Portfolio and Operational management • Portfolio = Organizational / departmental • Program = Business Area and/ or related Projects • Project = Unique Initiative • Operational = Day to Day Execution
  3. 3. Portfolio Management • “ Large Focus” – Organizational / Department • Could be several Programs + projects • Typically has a long term focus • Focused on achieving specific objectives (Business Plan/ Org Objectives) • Typically has approval authority (start/ acceptance of projects/ programs)
  4. 4. Portfolio Project Program Project Project Other related Work Program Program
  5. 5. Program Management • Related Project with a common theme • May have a business unit focus • Medium term focus – often disbands when results are achieved • Co-ordinates resources and dependencies across projects • Should be done only when the program approach adds value
  6. 6. Program Project Project Project Other related work
  7. 7. Project Management • Temporary • Unique requirements • Beginning and End • Resources
  8. 8. Comparative Discussion Project Program Portfolio Scope Well defined More Volatile Strategic Change Fully Managed Tradeoffs Monitor Planning Fully Planned Program Plan Strategic Management Dedicated PM Vision Leader Cross-Funct. Success Time/ $/ S/ Q Overall Needs Bus. Plan Monitoring Work Package Projects Bus. Performance
  9. 9. PMO – Project Management Office • Centralized and standardized the management of Projects – Supportive ( provide Policies, Methodologies, templates and lessons learned) – Controlling (Provide support and guidance, train others in project management and ensure compliance to organizational practices) – Directive ( provide PMs to different projects, responsible for the result and have high level of control)
  10. 10. Description Type of PMO 1 Manages all projects throughout the organization Directive 2 Provides support and guidance, requires all projects within the organization to use designed project management software and templates, but doesn’t otherwise exert control over the project Controlling 3 Coordinate all projects within the organization Controlling or Directive 4 Recommends common terminology, templates, and reporting and other procedures to be used on projects throughout the organization to promote consistency and streamline effort supportive 5 Appoints project Manager Directive 6 Prioritizes projects Controlling or Directive 7 Has the highest level of control over projects Directive
  11. 11. Organizational Structure • Projects Cannot Be Run in Isolation • Projects must operate in a broad organizational environment • PM need to understand: – Organizational Environmental Factors – Organizational Structure
  12. 12. Organizational Environmental Factors • Culture (Risk Taking, Risk Averse) • Government Regulations • Geographic Distribution • Infrastructure • Human Resource • Market Condition • Political Climate ( Make Decission)
  13. 13. Organizational Structure • Functional • Matrix • Project
  14. 14. Functional Orgnization Chief Funct. Manager 1 Staff Staff Staff Funct. Manager 2 Staff Staff staff Funct. Manager 3 Staff Staff staff Funct. Manager 4 Staff Staff staff
  15. 15. Matrix Organization – Weak Matrix Chief Funct. Manager 1 Staff Staff Staff Funct. Manager 2 Staff Staff staff Funct. Manager 3 Staff Staff staff Funct. Manager 4 Staff Staff staff
  16. 16. Balanced Matrix Chief Funct. Manager 1 Staff Staff Staff PM Funct. Manager 2 Staff Staff staff Funct. Manager 3 Staff Staff staff Funct. Manager 4 Staff Staff staff
  17. 17. Strong Matrix Organization Chief Project Management (PMO) PM PM PM Funct. Manager 1 Staff Staff Staff Funct. Manager 2 Staff Staff staff Funct. Manager 3 Staff Staff staff Funct. Manager 4 Staff Staff staff
  18. 18. Project Orgnization Chief FM Staff Staff staff PM Proj. Proj. Bus PM Proj. Bus. Proj. PM Proj. Bus. Proj. PM Proj. Bus. Proj.
  19. 19. Organizational Influences
  20. 20. Org. Structure Advantages - Disadvantages
  21. 21. Organizational Process Assets • Processes, Procedures, and Policies ( Why reinvent the wheel) • Corporate Knowledge Base ( Historical Records) • Historical Information (record of past projects) • Lessons Learned (What Type of information should be included in)
  22. 22. Lessons Learned role
  23. 23. Process Groups • A process is a series of actions directed toward a particular result • Project management can be viewed as a number of interlinked processes • The project management process groups include: – Initiating processes – Planning processes – Executing processes – Monitoring and controlling processes – Closing processes
  24. 24. Level of Activity and Overlap of Process Groups Over Time

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