PMP Preparation Course

Project/ Program/ Portfolio Management and Project Process

Groups

Project , Program, Portfolio and Operational management

• Portfolio = Organizational / departmental• Program = Business Area and/ or related

Projects• Project = Unique Initiative

• Operational = Day to Day Execution

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)

Portfolio

Project Program

Project

Project

Other related Work

Program Program

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

Program

Project Project Project Other related work

Project Management

• Temporary• Unique requirements• Beginning and End• Resources

Comparative DiscussionProject 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

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)

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

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

Organizational Environmental Factors

• Culture (Risk Taking, Risk Averse)• Government Regulations• Geographic Distribution• Infrastructure• Human Resource• Market Condition• Political Climate ( Make Decission)

Organizational Structure

• Functional• Matrix• Project

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

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

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

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

Project Orgnization

Chief

FM

Staff

Staff

staff

PM

Proj.

Proj.

Bus

PM

Proj.

Bus.

Proj.

PM

Proj.

Bus.

Proj.

PM

Proj.

Bus.

Proj.

Organizational Influences

Org. Structure Advantages - Disadvantages

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)

Lessons Learned role

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

Level of Activity and Overlap of Process Groups Over Time