KOME JE RADIONICA NAMIJENJENA:
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Onima koji su u organizacijama odgovorni za portfelj projekata;
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Onima koji rade u uredima za upravljanje projektima (PMO);
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Izvršnim direktorima za upravljanje programima;
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Funkcijskim i izvršnim direktori;
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Svima koji su odgovorni za strateško planiranje i provedbu organizacijskih ciljeva uključujući stručnjake za unapređenje procesa;
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Svima koji rade u okruženju većeg broja projekata te se suočavaju s problemima sukobljavanja resursa i prioriteta.
OPIS RADIONICE:
Na radionici će se polaznici upoznati s osam jednostavnih koraka koje svaki projekt-portfolio manager može koristiti bilo da je na samom početku bilo da nastoji unaprijediti proces upravljanja. Bit će govora o tome kako iskoristiti postojeće, često nepotpune podatke, o tekućim ili prošlim projektima za pokretanje poboljšanja pri upravljanju portfeljem.
Radionica je temeljena na konceptima opisanim u knjizi Advanced project portfolio management and the PMO, autora Kendalla i Rollinsa, a svaki polaznik će dobiti svoju kopiju knjige u vrijednosti od 59$.
Detaljnije o radionici možete saznati u dokumentu Advanced Project Management Portfolio.
TRAJANJE
Dva dana.
JEZIK SEMINARA
Seminar se izvodi na engleskom jeziku
TEME SEMINARA
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Introduction to Advanced Project Portfolio Management
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Participant and instructor introduction and expectations
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Workshop objectives
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Workshop structure – modules and approach
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How project portfolio management is positioned relative to project management, the PMO and strategic planning
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“Advanced” – what is new and important in portfolio management
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Portfolio exercise – first try, debriefing, lessons learned
The Eight Step Process – Steps 1 to 3
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Step 1 - Collect, report and complete the Project portfolio
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Cost/Benefit analysis – Is the Project portfolio healthy?
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Portfolio exercise – Second try, debriefing, lessons learned
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Step 2 - Develop the Goal, Resource and Asset portfolios
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Step 3 - Link Project, Goal & Asset portfolios & assess
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Portfolio exercise – Third try, debriefing, lessons learned
The Eight Step Process – Step 4, Balancing the Portfolio
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Portfolio balance concepts
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Opportunity vs. risk
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Market side vs. supply side
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Research vs. development
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Infrastructure or process vs. meeting current period goals
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Short term vs. long term
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Balancing allocation to the asset portfolio
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Balancing across functional areas – what makes sense?
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Step 4 - Assess portfolio balance
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Portfolio exercise – Fourth try, debriefing, lessons learned
Multi-Project Management – Matching Active Projects to Capacity
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Multitasking simulations
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Staggering projects according to the strategic resource
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Multi-project Critical Chain
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Multi-project executive and management reporting
The Eight Step Process – Steps 5 through 7
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Step 5 - Determine the organization’s project capacity
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Portfolio exercise – Fifth try, debriefing, lessons learned
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Step 6 - Suggest a prioritization according to accepted criteria / organization goals and capacity
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Step 7 - Develop recommendations for accelerating projects / improving ROI
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School example exercise, recommendations
The Eight Step Process – Step 8 – The Governance Meeting
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Preparing for a Governance meeting – Submissions, what-if analysis, impact on existing environment, status of current portfolio
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Operations planning and budgeting
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Prioritization, Selection, finding and allocating resources, initiating
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Deactivating / Terminating
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Step 8 - Facilitate the governance meeting, Agenda
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Pre and post meeting communications
Strategy – Choosing the Right Project Mix
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Generic definition of a “good strategy”
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Problems with current strategic planning processes
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The connection between strategy, initiatives and the Project Portfolio
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The starting point - identifying the supply chain constraint
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Exercise – Correct initiatives based on supply chain constraint
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The process to gain executive commitment to minimum projects
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Moving from the supply-side to the market-side
Selling Executives on the Correct Project Portfolio Management Model
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Recognizing the problem
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Recognizing the executive role in the problem
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Overcoming the resistance to change
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Gaining necessary involvement, support and active governance
What Next? The Road Map to Ongoing Improvement
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The Five Focusing Steps
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Improving project portfolio performance
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Cycle time acceleration
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NPV per strategic resource unit, # of projects
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Methodology – Quality and Risk
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Pareto Principal
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Six Sigma, Lean, TOC, Deming
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Eliminating waste
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PREDAVAČ:
Kurt Corthout, PMP, PMOC, Certified CCPM practitioner, Prince2 (Foundation)
Pogledajte i:
Teorija ograničenja (TOC - Theory of constraints) |