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Filling the gap

Filling the gap. How do PPSOs successfully provide services to other than projects?. John Zachar Principal consultant. “Standard” Definitions. Project

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Filling the gap

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  1. Filling the gap How do PPSOs successfully provide services to other than projects? John Zachar Principal consultant 1

  2. “Standard” Definitions • Project A management environment (e.g. temporary grouping of resources) created to deliver unique business products according to a specified business case within pre-specified timescales • Portfolio A group of projects gathered together to make them easier to manage • Programme A group of projects, all focused on a common organisational objective or outcome, gathered together to make them easier to manage 2

  3. Our Definitions A temporary management environment meant to solve a problem, and implement change by delivering relatively unique products within agreed timescales and based on a valid business case. • Project • Portfolio A group of projects, assembled under an umbrella, possibly within a silo, to ease their management by establishing priorities for common resources (classic portfolio constraint). • Programme A group of projects assembled under an umbrella to ease their management, much like a portfolio, but unlike a portfolio, all the projects are focused on a common outcome. • PSO An office that supports projects with planning assistance, and maintains planning standards 3

  4. Project support office Throughput 4

  5. Project Support(Basic) • What • Collect data • Keep the individual project scores • Support individual projects • Produce reports • Acts as conduit for project information • Who • Typically administrative types • Generally passive in nature 5

  6. Project Support(More mature) • What • Information rather than data • Analyses and interprets • Support individual projects • Some authority • Begins to report on the portfolio • Who • Now includes functional specialists • Interventionist (audits / review) 6

  7. Project Support(Mature) • What • Centre of excellence / agency of change • Analyses and interprets • Support projects and portfolios • Provides training & support • Manages PMs career paths(may even ‘own’ PMs in terms of pay and rations) • Who • Now staffed by process specialists • Proactive & interventionist (reviews) 7

  8. Project Support(Mature) • What • Source of best practice (owns the method) • Maintains / manages PM capacity and capability • Involved in establishing strategic direction • Who • Staffed by people capable / competent in PM (process specialists) • Represents PM at board level This is about establishing project predictability, and therefore increasing the effectiveness of decision making!THINK PROJECT DELIVERY 8

  9. Portfolio Support • Support projects and portfolios by creating portfolio (or umbrella) perspectives of: • Risks & Issues • Benefits • Costs • Resource utilisation • Delivery / achievement • Method success / evolution • Lessons learned This is about establishing organisational predictability, and therefore increasing the effectiveness of the PM community!THINK THROUGHPUT 9

  10. Project support office Programme support office Throughput Performance 10

  11. Programme Support • Everything that has come before, both project and portfolio, AND • Support for the programme director • Help to identify which projects to commission(How to partition the implementation of the programme solution.) 11

  12. Programme Support • Benefits management • Identification • Quantification • Tracking / realisation This is about establishing organisational effectiveness, and therefore increasing the value of the PM community!THINK PERFORMANCE 12

  13. Questions & Answers John Zachar Principal consultant jzachar@citi.co.uk CITI Limited Lovat Bank, 37 Silver Street, Newport Pagnell, Bucks., MK16 0EJ 01908 283600 www.citi.co.uk 13

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