Project Portfolio Management - Kurt


Učinkovita metoda strateškog upravljanja
(Advanced Project Portfolio Management)
Kako učiniti da portfelj vaših projekata radi za vas?
Dvodnevnu radionicu odobrio je PMI
te sudionicima donosi 15 PDU bodova
1-2solve.jpgbmc-rep.jpg
 
KOME JE RADIONICA NAMIJENJENA:
  • Onima koji su u organizacijama odgovorni za portfelj projekata;
  • Onima koji rade u uredima za upravljanje projektima (PMO);
  • Izvršnim direktorima za upravljanje programima;
  • Funkcijskim i izvršnim direktori;
  • Svima koji su odgovorni za strateško planiranje i provedbu organizacijskih ciljeva uključujući stručnjake za unapređenje procesa;
  • 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

Introduction to Advanced Project Portfolio Management

  • Participant and instructor introduction and expectations
  • Workshop objectives
  • Workshop structure – modules and approach
  • How project portfolio management is positioned relative to project management, the PMO and strategic planning
  • “Advanced” – what is new and important in portfolio management
  • Portfolio exercise – first try, debriefing, lessons learned

The Eight Step Process – Steps 1 to 3

  • Step 1 - Collect, report and complete the Project portfolio
  • Cost/Benefit analysis – Is the Project portfolio healthy?
  • Portfolio exercise – Second try, debriefing, lessons learned
  • Step 2 - Develop the Goal, Resource and Asset portfolios
  • Step 3 - Link Project, Goal & Asset portfolios & assess
  • Portfolio exercise – Third try, debriefing, lessons learned

The Eight Step Process – Step 4, Balancing the Portfolio

  • Portfolio balance concepts
    • Opportunity vs. risk
      • Templates – Opportunity and Risk
        • Opportunity Ranking factors
          • Organization goals
          • Customer / Market impact
          • Competitive, legal or other urgency
          • NPV per strategic resource unit
          • Short, Medium or Long Term
        • Risk Ranking
          • Product / Service Quality, Catastrophe potential
          • Marketing
          • Financial
          • Technical Risk
          • Feasibility
          • Complexity
      • Rank projects according to templates only, exercises and debriefing
    • Market side vs. supply side
    • Research vs. development
    • Infrastructure or process vs. meeting current period goals
    • Short term vs. long term
    • Balancing allocation to the asset portfolio
    • Balancing across functional areas – what makes sense?
  • Step 4 - Assess portfolio balance
  • Portfolio exercise – Fourth try, debriefing, lessons learned

Multi-Project Management – Matching Active Projects to Capacity

  • Multitasking simulations
  • Staggering projects according to the strategic resource
  • Multi-project Critical Chain
  • Multi-project executive and management reporting

The Eight Step Process – Steps 5 through 7

  • Step 5 - Determine the organization’s project capacity
  • Portfolio exercise – Fifth try, debriefing, lessons learned
  • Step 6 - Suggest a prioritization according to accepted criteria / organization goals and capacity
  • Step 7 - Develop recommendations for accelerating projects / improving ROI
  • School example exercise, recommendations

The Eight Step Process – Step 8 – The Governance Meeting

  • Preparing for a Governance meeting – Submissions, what-if analysis, impact on existing environment, status of current portfolio
  • Operations planning and budgeting
  • Prioritization, Selection, finding and allocating resources, initiating
  • Deactivating / Terminating
  • Step 8 - Facilitate the governance meeting, Agenda
  • Pre and post meeting communications

Strategy – Choosing the Right Project Mix

  • Generic definition of a “good strategy”
  • Problems with current strategic planning processes
  • The connection between strategy, initiatives and the Project Portfolio
  • The starting point - identifying the supply chain constraint
  • Exercise – Correct initiatives based on supply chain constraint
  • The process to gain executive commitment to minimum projects
  • Moving from the supply-side to the market-side

Selling Executives on the Correct Project Portfolio Management Model

  • Recognizing the problem
  • Recognizing the executive role in the problem
  • Overcoming the resistance to change
  • Gaining necessary involvement, support and active governance

 What Next? The Road Map to Ongoing Improvement

  • The Five Focusing Steps
  • Improving project portfolio performance
  • Cycle time acceleration
  • NPV per strategic resource unit, # of projects
  • Methodology – Quality and Risk
  • Pareto Principal
  • Six Sigma, Lean, TOC, Deming
  • Eliminating waste


PREDAVAČ:
Kurt Corthout, PMP, PMOC, Certified CCPM practitioner, Prince2 (Foundation)


vezano.jpg
Pogledajte i:
Teorija ograničenja (TOC - Theory of constraints)