Projects / Programmes / Portfolios

Projects / Programmes / Portfolios: Two Differences Between Projects & Portfolio

A1.1a: Timeframes: Projects
- Tactical
- Specific
- Start & End

Projects / Programmes / Portfolios: Two Differences Between Projects & Portfolio

A1.1b: Timeframes: Portfolio
- Strategic
- Assess & Prioritise
- Coordinate & Realise

Projects / Programmes / Portfolios: Two Differences Between Projects & Portfolio

A1.2a: Delivery: Project
- Time, Cost, Quality (--> of what?)
- Business Case & Objectives
- Change Initiatives (--> of what?)

Projects / Programmes / Portfolios: Two Differences Between Projects & Portfolio

A1.2b: Delivery: Portfolio
- Business capacity, capability & priority
- Strategic business objectives
- Embedding changes

Projects / Programmes / Portfolios: Three Impacts of Compliance

A2.1: Legal & Financial
- Action: Penalties, Indiv or Org
- Strain: Project/Budget strain, delays
- Impact: Reputation, abortive costs or prosecution

Projects / Programmes / Portfolios: Three Impacts of Compliance

A2.2: Stakeholder Confidence
- Action: Confidence, ethics
- Strain: Relationships, funding
- Impact: Limit business growth

Projects / Programmes / Portfolios: Three Impacts of Compliance

A2.3: Disruptions & Delays
- Action: Halt, Corrective Actions
- Strain: Disruption, Diversion & Delays
- Impact: Cost and time

Projects / Programmes / Portfolios: Three Aspects of PM Governance

A3.1: Processes & Documentation
- Defined, Maintained, Best Practice,
- Org req's, consistency, assurance
- Configuration, control, accuracy

Projects / Programmes / Portfolios: Three Aspects of PM Governance

A3.2: Recognised Life Cycle
- Follow recognised cycle
- Transfer governance
- Phases and control points (stage gates)

Projects / Programmes / Portfolios: Three Aspects of PM Governance

A3.3: Decision Making
- Controls, Preparation, Outcome
- Why, Impacts, Benefits
-Assurance, Configuration

Projects / Programmes / Portfolios: Two Differences Between Projects & BAU

A4.1a: Duration & Objectives (Projects)
- Temporary, Specific, Defined Objectives
- Time, Cost, Quality

Projects / Programmes / Portfolios: Two Differences Between Projects & BAU

A4.1b: Duration & Objectives (BAU)
- Ongoing, routine operations
- Continuous, core functions, performance

Projects / Programmes / Portfolios: Two Differences Between Projects & BAU

A4.1a: Structure & Management (Projects)
- Unique cross functional team of SMEs
- PM matrix leading, coordinating & managing
- Structured Framework

Projects / Programmes / Portfolios: Two Differences Between Projects & BAU

A4.2b: Structure & Management (BAU)
- Ongoing work, existing departments
- Activities managed within existing Org structure & SOP

Projects / Programmes / Portfolios: Three Differences of Functional & Matrix Orgs

A5.1a: Reporting Lines (Functional)
- Single Department, Single Manager
- Clear hierarchy
- Own goals and objectives

Projects / Programmes / Portfolios: Three Differences of Functional & Matrix Orgs

A5.1b: Reporting Lines (Matrix)
- Dual reporting lines
- More complexity

Projects / Programmes / Portfolios: Three Differences of Functional & Matrix Orgs

A5.2a: Resource Allocation (Functional)
- Insular resourcing and management
- Infrequent collaboration or sharing

Projects / Programmes / Portfolios: Three Differences of Functional & Matrix Orgs

A5.2b: Resource Allocation (Matrix)
- Shared resourcing and management
- Flexibility, Efficiency, Expertise

Projects / Programmes / Portfolios: Three Differences of Functional & Matrix Orgs

A5.3a: Collaboration Communication (Func)
- Siloed, limited collaboration
- Risk of inefficiencies
- Difficulties of addressing org-wide issues

Projects / Programmes / Portfolios: Three Differences of Functional & Matrix Orgs

A5.3b: Collaboration Communication (Matrix)
- Greater cross functional C&C
- Better Problem solving, Decision making

Projects / Programmes / Portfolios: Three Whys for Programme instead of Project

A6.1: More Effective Delivery of Change
- Greater strategic oversight & simplification
- stakeholder management & Comms
- Consistency

Projects / Programmes / Portfolios: Three Whys for Programme instead of Project

A6.2: More Effective Resource Management
- Greater Prioritisation & Integration
- Assess & Adjust Programme
- Re/Assignment and optimisation

Projects / Programmes / Portfolios: Three Whys for Programme instead of Project

A6.3: More Effective Risk Management
- Risk identification and mitigation
- Cross sharing statuses, opportunities, risk
- Economies of scale

Projects / Programmes / Portfolios: Three Functions of Central Project Office

A7.1: Assurance
- Independent, Audits, Reviews
- Ally, Course Correct, Evolution
- Assurance, Improvement Recognition

Projects / Programmes / Portfolios: Three Functions of Central Project Office

A7.2: Centre of Excellence
- Central Repository & Control
- Lessons Learned, Improvement, Uniformity
- Best Practices, Training, Uniformity

Projects / Programmes / Portfolios: Three Functions of Central Project Office

A7.3: Specialist Skills
- Specialist Skills
- Central Shared Resource

Projects / Programmes / Portfolios: Three Benefits of Project Management Office

A8.1: Improved Project Delivery
- Enhance Delivery, Tailored PM SUpport
- Guidance, Best Practices, Compliance
- Successes, Alignment, Improved Outcomes

Projects / Programmes / Portfolios: Three Benefits of Project Management Office

A8.2: Better Resource Management
- Experts, Contributing, Optimal Resources
- Support & Collaboration, Specific Skills
- ie: Risk / Threats & Opportunities Mgmt

Projects / Programmes / Portfolios: Three Benefits of Project Management Office

A8.3: Knowledge & Expertise
- Knowledge & Information Mgmt Policies
- Optimises costs, Curation & Archiving
- Lessons Learned, Easy to find, No Repetition