3. What is a Portfolio?
‘A grouping of an organisation’s projects and programmes, can be
managed at an organisational or functional level’ (APM Body of Knowledge 6th
edition)
Why group?
Groupings can be based on, for example : geography, capability, market
placement
Portfolios should be designed to maximise return on investment
To aid control of costs and benefits: mix of high and low risk, mix of novel and
repeat projects; balance
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4. Portfolio Management
‘The selection, prioritisation and control of an organisation’s projects and
programmes in line with its strategic objectives and capacity to deliver. The
goal is to balance change initiatives and business as usual while optimising
return on investment.’ (APM Body of Knowledge 6th edition)
Decision Maker – what project or programme?
Resource Manager – maximise resources
Productivity Driver – are we delivering efficiently and effectively?
Benefit Chaser – realise all the benefits
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6. What is a Programme?
‘A group of related projects and change management activities that
together achieve beneficial change for an organisation’ (APM Body of
Knowledge 6th edition)
Why group?
Allows oversight and prioritisation of resources
Potential for economies of scale
Better placed to manage interdependencies
Coordinated senior stakeholder management & communication
Easier propagation of lessons learned
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7. Programme Management
The coordinated management of projects and change management
activities to achieve beneficial change. (APM Body of Knowledge 6th edition)
Overall planning of the programme
Coordinate, manage and control all the required activities
Prioritise and re-prioritise resources
Senior Stakeholder Management
Support and communication of risks
Support of Project Managers
Deliver the benefits
Sponsor
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8. What is a Project?
’A project is a unique, transient endeavour, undertaken to achieve
planned objectives’ (APM Body of Knowledge 6th edition)
Key Attributes of a Project
Unique
Timebound
Specific Costs
Scope
Uncertainty
Dynamic Team with specialist roles
Acceptance Criteria
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10. Project Management
‘The application of processes, methods, knowledge, skills and experiences
to achieve the project’s objectives.’ (APM Body of Knowledge 6th edition)
PROCESSES
METHODS
TRAINING
PROJECT
OUTPUTS
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11. Project Board
Project Manager
Project Team
Project
Sponsor
EndUser
Typical Project Organisation
• Perform project tasks as instructed by
Project Manager
• Support Project Manager with input into the
planning documentation
• Provide regular updates on progress
• Help identify project risks/issues/changes
• Work with the Project Manager to deliver
project
• Provide requirements
• Provide consultation and
feedback throughout the
project
• Provide quality expectations
• Define acceptance criteria
• Guide the project
• Accountable for success of project
• Provide Strategic Direction
• Influence and Manage Key Stakeholders
• Authorisation of major changes
• Go/No-go Decision at Phase review
• Review of Project Reports
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12. Managing a project within a programme
- good or bad?
Timescales
Costs
Quality
Resourcing
Change Control
Communication
Risk
Stakeholder Management
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13. Programme
Focus is on outputs
Less Complex
Defined start and end dates
Agreed total budget
Defined Scope
Less Risk
Focus is on outcomes
Higher Complexity than projects
Longer Timescales
Higher Budget
Scope is less defined
Higher Risk
Project
Strategic Grouping
Focus on maximising return on
investment
Balanced mix of projects and
programmes
Ongoing
Higher risk
Portfolio
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14. Key to Success
Portfolio
Direction
The right
Sponsorship
Project Management
Effectiveness
Disclosure
& Reporting
PROJECTS
Portfolio
Manager
Programme
Manager
SPONSOR
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Governance of Projects
15. Projects, Programmes and Portfolios
Portfolio
Do the right projects
Programmes and Projects
…and do the projects right!
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