Mejores Practicas en Gestion de Proyectos, Programas y Portfoliois. Best Management Practices in Project Management (in Spanish).

1. F O C U S Q U A L I T Y E X P E R I E N C E

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6. Proyecto
Necesidad
de cambio

7. ¿Se gestiona mejor?
Mejor gestión de
los almacenes
¿Se utiliza?
¿Alguien se ¿Disminuye el inmovilizado?
Menor
Aplicativo preocupa del
beneficio final inmovilizado
esperado? ¿Tenemos mayor liquidez?
Proyecto Mayor liquidez
¿Necesidad de
Necesidad de-
Necesidad
cambio
de cambio
resuelta?
resuelta

8. Programa
Proyecto
Necesidad
de cambio

9. Reorganización
Eliminación de personal Menor tiempo de
productos no facturación
rentables
Programa
Nuevo director Formación equipo
de almacén Disminución del de ventas
inmovilizado
Necesidad
de cambio

10. Programa dirigido por la Visión
• De la Alta Dirección
• Top-down
• Oportunidades estratégicas o
de innovación
Programa de Existencia de
cumplimiento un programa
• Se debe hacer
• Resultado de evento externo
• Cumplimiento y evitar impactos
negativos
Programa emergente
• Se desarrollan a partir de proyectos concurrentes y no coordinados
en los que es necesario coordinar la obtención de los beneficios

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14. Portafolio
Programa
Proyecto
Necesidad
de cambio

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16. P3O
Portafolio
Programa
Proyecto
Necesidad
de cambio

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19. P3O
Portafolio Gestión del
Programa Riesgo
Proyecto
Necesidad
de cambio

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24. P3O
Gestión del Portafolio Gestión del
Cambio Programa Riesgo
Proyecto
Necesidad
de cambio

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32. BUSINESS
32 © Maven Training Ltd 2012

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35 © Maven Training Ltd 2012

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39. Sponsoring group
Programme board
Project board Project board
Figure 4.2 Layering of programme organization, control and reporting
39 © Crown Copyright 2011. Reproduced under Licence from OGC. © Maven Training Ltd 2012

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42. Purpose: Used to describe the required
outcomes from the programme based on
strategic or policy objectives
Main contents (see Appendix A4)
Created in: n/a
Implemented/reviewed in: Identifying a Programme
Baseline: Boundary
Approver/Producer/Reviewer: SG/not applicable/not applicable
Notes: Can sometimes be called strategic or
embryonic business case
42 © Maven Training Ltd 2012

43. Purpose: Used to assess whether the
programme is viable and achievable
Main contents (see Appendix A4):
Created in: Identifying a Programme
Implemented/reviewed in: n/a
Baseline: Boundary
Approver/Producer/Reviewer: SG/SRO/Not applicable
Notes: Will evolve into a number of other documents
43 © Maven Training Ltd 2012

44. Purpose: Description of the management
roles, responsibilities and
reporting lines in the programme
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Managing the tranches (tranche
start)/Managing the tranches (tranche end)
Baseline: Governance
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes:
44 © Maven Training Ltd 2012

45. Purpose: Used to communicate the end goal of the
programme. Could be seen as providing an
external artist’s impression of the desired future
state
Main contents (see Appendix A4):
Created in: Initially created as part of Programme Brief;
formally created in Defining a Programme
Implemented/reviewed in: n/a
Baseline: Boundary
Approver/Producer/Reviewer: SG/SRO/BCM
Notes: Sufficiently flexible to remain relevant over the life
of the programme. Terminology used should be
suited to all stakeholders and the context of the
programme
45 © Maven Training Ltd 2012

46. Purpose: A document that is used to
consolidate or summarize the information
that was used to define the programme
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Reviewed in managing the tranches
(tranche end)
Baseline: Boundary
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes: Single document more appropriate for smaller
programmes as a single point of
reference
46 © Maven Training Ltd 2012

47. Purpose: Used to maintain the programme’s
focus on delivering the required
transformation and business change
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Managing the tranches (tranche
start)/Managing the tranches (tranche end)
Baseline: Boundary
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes: May take different forms including prototypes
and workshops. May also include
current state and intermediate states
aligned with tranches
47 © Maven Training Ltd 2012

48. Purpose: Used to validate the initiation of the
programme and the ongoing viability of
the programme
Main contents (see Appendix A4):
Created in: Initially created as part of Programme Brief;
formally created as part of Defining a
Programme
Implemented/reviewed in: Managing the tranches (tranche end)
Baseline: Boundary
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes:
48 © Maven Training Ltd 2012

49. Purpose: Sets out the timetable and
arrangements for implementing and managing
the Stakeholder Engagement Strategy
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Managing the tranches (tranche
start)/Managing the tranches (tranche end) plus
Delivering the Capability and Realizing the
Benefits
Baseline: Management
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes:
49 © Maven Training Ltd 2012

50. Purpose: Defines the programme approach to
risk management
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Managing the tranches (tranche
start)/Managing the Tranches (tranche end)
Baseline: Governance
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes: Can be combined with issue management
strategy Derived from the organization's risk
management policy and risk management process
guidance Takes into account the
organization's risk appetite in terms of
tolerance thresholds
50 © Maven Training Ltd 2012

51. Purpose: Used to define and establish the
activities for managing quality across the
programme
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Managing the tranches (tranche
start)/Managing the tranches (tranche end)
Baseline: Governance
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes: May be referred to as assurance management
strategy
51 © Maven Training Ltd 2012

52. Purpose: Sets out the timetable and
arrangements for carrying out the quality and
assurance strategy
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Managing the tranches (tranche
start)/Managing the tranches (tranche end)
Baseline: Management
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes: May be incorporated as part of the
overarching programme plan
52 © Maven Training Ltd 2012

53. Purpose: Illustrates the sequential relationship between
benefits
Main contents (see Appendix A4):
Created in: Initially as part of the programme brief; formally in
Defining a Programme
Implemented/reviewed in: Managing the tranches (tranche start)/Managing
the tranches (tranche end)
Baseline: Boundary
Approver/Producer/Reviewer: SRO/BCM/PgM
Notes: Can be adapted to be included in the benefits
realization plan
53 © Maven Training Ltd 2012

54. Purpose: Defines the approach to realizing benefits and the
framework within which benefits realization will
be achieved
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Managing the tranches (tranche start)/Managing
the tranches (tranche end)
Baseline: Governance
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes:
54 © Maven Training Ltd 2012

55. Purpose: Used to define each benefit (and dis-benefit) and
provide a detailed understanding of what will be
involved and how the benefit will be realized
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Realizing the Benefits/Managing the Tranches
(tranche end)
Baseline: Boundary
Approver/Producer/Reviewer: SRO/BCM/PgM
Notes: Can use a summary document for easier tracking
called a benefits register
55 © Maven Training Ltd 2012

56. Purpose: Used to track the realization of benefits across the
programme and set review controls
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: End of Tranche, Closure
Baseline: Management
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes:
56 © Maven Training Ltd 2012

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63. © Crown Copyright 2011 Reproduced with permission from OGC
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64. Do the Do things
right right
things
© Crown Copyright 2011 Reproduced with permission from OGC
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66. Entender
Planificar Categorizar
Equilibrar Priorizar
66 © Maven Training Ltd 2012

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69. 69 © Crown Copyright 2011 Reproduced with permission from OGC

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71 © Maven Training 2011

72. Una causa de riesgo
Puede provocar
Un evento de riesgo
que puede afectar
Un objetivo
© Crown Copyright 2009. Reproduced under Licence from OGC.
© Maven Training 2010

73. Capacidad
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Apetito 
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Tolerancia 
73 © Maven Training 2011

74. © Crown Copyright 2010. Reproduced under licence from OGC.
74 © Maven Training 2011

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88. F O C U S Q U A L I T Y E X P E R I E N C E