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EffectiveProjectManagement:Traditional,Agile,ExtremePresentedby(facilitatorname)ManagingComplexityintheFaceofUncertaintyCh14:Establishing&ManagingaProjectPortfolioManagementProcessIntroductiontoProjectPortfolioManagementProjectPortfolioManagementLifeCycleRolesandResponsibilitiesofthePSOinPortfolioManagementPreparingyourProjectforSubmissiontothePortfolioManagementProcessAgileProjectPortfolioManagementSummaryofChapter14
Ch14:Establishing&ManagingaPPMPManagementWhatisaProjectPortfolio?Aprojectportfolioisacollectionofprojectsthatsharesomecommonlinktooneanother.Examples:SamebusinessunitPartofthesameprogramMaintenanceprojectsCapitalequipmentprojectsAllarenewproductdevelopmentFundedoutofthesamebudgetStaffedfromthesameresourcepool
Ch14:Establishing&ManagingaPPMPManagementWhatisProjectPortfolioManagement?Projectportfoliomanagementincludes:EstablishingtheinvestmentstrategyoftheportfolioDeterminingwhattypesofprojectscanbeincorporatedintheportfolioEvaluatingandprioritizingproposedprojectsConstructingabalancedportfoliothatwillachievetheinvestmentobjectivesMonitoringtheperformanceoftheportfolioAdjustingthecontentsoftheportfolioinordertoachievethedesiredresults
Ch14:Establishing&ManagingaPPMPManagementProjectPortfolioManagementLifeCycleFigure14-01
Ch14:Establishing&ManagingaPPMPManagementStagesofaprojectthroughoutitslifecycleProposedAlignedPrioritizedSelectedActivePostponedCanceledCompleted
Ch14:Establishing&ManagingaPPMPManagementESTABLISHaPortfolioStrategyStrategicAlignmentModelBostonConsultingGroupProduct/ServiceMatrixProjectDistributionMatrixGrowthversusSurvivalModelProjectInvestmentCategories
Ch14:Establishing&ManagingaPPMPManagementStrategicAlignmentModelFigure14-02
Ch14:Establishing&ManagingaPPMPManagementQuestionsabouttheStrategicAlignmentModelWhatprocesswillyoufollowtoallocateyourbudget?Whatvariablesmightinfluenceyourdecision?Inwhatway?Doesthisworkatboththeenterpriseandbusinessunitlevel?
Ch14:Establishing&ManagingaPPMPManagementBostonConsultingGroupProducts/ServicesMatrixFigure14-03
Ch14:Establishing&ManagingaPPMPManagementQuestionsabouttheProductServicesMatrixWhatprocesswillyoufollowtoallocateyourbudget?Whatvariablesmightinfluenceyourdecision?Inwhatway?Howmightyourspecificrolechangeyourchoice?Doesthisworkatboththeenterpriseandbusinessunitlevel?
Ch14:Establishing&ManagingaPPMPManagementProjectDistributionMatrixFigure14-04
Ch14:Establishing&ManagingaPPMPManagementQuestionsabouttheProjectDistributionMatrixWhatprocesswillyoufollowtoallocateyourbudget?Whatvariablesmightinfluenceyourdecision?Inwhatway?
Howmightyourspecificrolechangeyourchoice?Doesthisworkatboththeenterpriseandbusinessunitlevel?
Ch14:Establishing&ManagingaPPMPManagementProjectsarefocusedoneither….GrowthSurvivalOR
Ch14:Establishing&ManagingaPPMPManagementQuestionsabouttheGrowthvs.SurvivalModelWhatprocesswillyoufollowtoallocateyourbudget?Whatvariablesmightinfluenceyourdecision?Inwhatway?Howmightyourspecificrolechangeyourchoice?Doesthisworkatboththeenterpriseandbusinessunitlevel?
Ch14:Establishing&ManagingaPPMPManagementProjectInvestmentCategoriesInfrastructureMaintenanceNewProductsResearch
Ch14:Establishing&ManagingaPPMPManagementQuestionsabouttheProjectInvestmentCategoriesWhatprocesswillyoufollowtoallocateyourbudget?Whatvariablesmightinfluenceyourdecision?Inwhatway?Howmightyourspecificrolechangeyourchoice?Doesthisworkatboththeenterpriseandbusinessunitlevel?
Ch14:Establishing&ManagingaPPMPManagementChoosingwheretoapplythesemodels
Ch14:Establishing&ManagingaPPMPManagementCorporateLevelFunctionalLevelWhattypesofdatawillweneedinordertoEVALUATE,PRIORITIZE,andSELECTprojectsfortheportfolio?Whoisresponsibleforprovidingthatdata?Whoisresponsibleforanalyzingthisdata?EVALUATEProjectAlignmenttothePortfolioStrategy
Ch14:Establishing&ManagingaPPMPManagementEVALUATEProjectAlignmenttothePortfolioStrategyTheproposalalignmentdecisioncanbedone:BythepersonproposingtheprojectByaproposalintakepersoninthePSO
Ch14:Establishing&ManagingaPPMPManagementForcedRankingQ-SortMustDo–ShouldDo-PostponeCriteriaWeightingPairedComparisonRisk/BenefitNumericNon-NumericPRIORITIZEProjectAlignmenttothePortfolioStrategy
Ch14:Establishing&ManagingaPPMPManagementTable14-01ForcedRanking
Ch14:Establishing&ManagingaPPMPManagementQ-SortFigure14-05
Ch14:Establishing&ManagingaPPMPManagementMustDo–ShouldDo-Postpone
Ch14:Establishing&ManagingaPPMPManagementScoringModel:CriteriaWeightingFigure14-06
Ch14:Establishing&ManagingaPPMPManagementScoringModel:CriteriaWeightingScores
Ch14:Establishing&ManagingaPPMPManagementHowmighttheCriteriaWeightingModelbeadaptedtoyourorganization?ScoringModel:CriteriaWeighting
Ch14:Establishing&ManagingaPPMPManagementScoringModel:PairedComparisonsFigure14-07
Ch14:Establishing&ManagingaPPMPManagementScoringModel:Risk/BenefitFundConsiderDon’tfundFigure14-08
Ch14:Establishing&ManagingaPPMPManagementShouldthismodelincludeathirddimension:ProbabilityofPoliticalSuccess?ScoringModel:RiskAnalysis
Ch14:Establishing&ManagingaPPMPManagementSELECT–StrategicAlignment&WeightedCriteriaFigure14-09
Ch14:Establishing&ManagingaPPMPManagementSELECT–ProjectDistribution&ForcedRankingFigure14-10
Ch14:Establishing&ManagingaPPMPManagementFigure14-11SELECT–ProjectDistribution&ForcedRanking
Ch14:Establishing&ManagingaPPMPManagementFigure14-12SELECT–ProjectDistribution&ForcedRanking
Ch14:Establishing&ManagingaPPMPManagementSELECT–Graham-EnglundModelFigure14-13
Ch14:Establishing&ManagingaPPMPManagementSELECT–ProjectStaffingRequirementsFigure14-14
Ch14:Establishing&ManagingaPPMPManagementProjectsPrioritizedUsingtheRisk/BenefitMatrixFigure14-15P#1P#4P#5P#2P#7P#3P#6P#8P#9P#10Staff
Ch14:Establishing&ManagingaPPMPManagementMANAGEtheActiveProjectsEarnedValueSchedulePerformanceIndexCostPerformanceIndexMilestoneTrendCharts
Ch14:Establishing&ManagingaPPMPManagementEarnedValue–BasicPerformanceIndicesCostPerformanceIndex(CPI)Ameasureofhowclosetheprojectistospendingontheworkperformedtowhatwasplannedtohavebeenspent.
SchedulePerformanceIndex(SPI)Ameasureofhowclosetheprojectistoperformingworkasitwasactuallyscheduled.CPI=EV/PVSPI=EV/ACINDEXVALUES<1:overbudgetorbehindschedule>1:underbudgetoraheadofschedule
Ch14:Establishing&ManagingaPPMPManagementMilestoneTrendCarts
Ch14:Establishing&ManagingaPPMPManagementEarnedValue–ExampleSPIandCPITrendChartFigure14-16
Ch14:Establishing&ManagingaPPMPEarnedValue–ARunUporDownof4SPIorCPIvalues
Figure14-17
Ch14:Establishing&ManagingaPPMPEarnedValue–7ormorevaluesaboveorbelow1
Figure14-18
Ch14:Establishing&ManagingaPPMPEarnedValue–SPIandCPItrendinginanegativedirectionFigure14-19
Ch14:Establishing&ManagingaPPMPFigure14-20EarnedValue–SPIandCPItrendinginapositivedirection
Ch14:Establishing&ManagingaPPMPEarnedValue–PerformanceIndices
PortfolioaveragePortfolio:BETAProgramaheadofschedulebehindschedule1.00.80.60.41.21.41.6ProjectWeek876549321Figure14-21
Ch14:Establishing&ManagingaPPMPClosingProjectsinthePortfolioTheprojectwasproposedbasedonthevalueitwouldreturntotheenterpriseifitwerefunded.Wasthatvalueachieved?
Ch14:Establishing&ManagingaPPMPLessonsLearnedWastheprojectgoal/objectivesachieved?
Wastheprojectworkdoneontime?
Wastheclientsatisfiedwiththeprojectresults?
Wasorganizationalvaluerealized?(Checksuccesscriteria)
Whatlessonswerelearnedaboutyourprojectmanagementmethodology?Whatworked?Whatdidn’twork?
Howwelldidtheteamfollowthemethodology?
Ch14:Establishing&ManagingaPPMPRoles&ResponsibilitiesofthePSO…PSOsupportstheProjectSponsor
ProposalpreparationShepherdstheproposalthroughtheprocessPSOsupportstheportfoliomanager
ProposalintakeandevaluationProjectprioritizationSelectionsupporttotheportfoliomanagerMonitoringandreportingtotheportfoliomanagerFacilitateprojectreviewsessions
Ch14:Establishing&ManagingaPPMPPreparingyourProjectforSubmissionArevisedPOSAtwo-stepsubmissionprocess
SubmitthePOSPrepare&submitdetailedprojectplanANewSubmissionProcessProjectnameSponsornameProjectmanagernameProjectfundingcategoryProjectgoal&objectivesalignmentExp
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