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A Maturity Model for Project Portfolio Management

A Maturity Model for Project Portfolio Management. Janet Burns, PMP Project Management Consulting and Training. Presentation Agenda. A little background Why a tailored Maturity Model for PPM? What does the model look like? How to use it Implementation examples

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A Maturity Model for Project Portfolio Management

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  1. A Maturity Model for Project Portfolio Management Janet Burns, PMP Project Management Consulting and Training

  2. Presentation Agenda • A little background • Why a tailored Maturity Model for PPM? • What does the model look like? • How to use it • Implementation examples • PMI’s standards for Portfolio and Program Management • Q & A

  3. Some cultures are not always process-friendly Typical Characteristics • Relationships are key • More verbal than written communications • Few formal policies • Lots of hallway meetings • Projects, and departments are known by people’s names Typical organization types • Creative organizations • Small companies • Entrepreneurial organizations • Family run organizations • Non-profits • Academic organizations

  4. My “Key Note” “You never change something by fighting the existing reality. To change something, build a new model that makes the existing model obsolete” Buckminster Fuller Or, put another way…

  5. “I feel a recipe is only a theme, which an intelligent cook can play each time with a variation” Madam Benoit

  6. Existing Reality: Standards and measures that may be rigid, complicated, and overwhelming given the audience and characteristics of the organization

  7. A New Model: Get creative with the existing reality by: Focusing on a few key points Turning it around Adding some different ingredients Translating it to a familiar language Take baby steps

  8. 10 User’s Meeting January 23-25, 2007

  9. PMI Standards for Portfolio and Project Management

  10. Portfolio and Organizational Strategy • Organization relies on projects and programs in order to achieve their strategic intent • Strategic intent and prioritization provide direction for determining the financial resources that should be applied to the portfolio. • The strategic intent is mapped onto a set of portfolio components (including their resource allocation). • Each program and project is defined by its contribution to the portfolio’s strategic intent. Once defined they can then be managed in accordance with the PMBOK and other related standards.

  11. Portfolio Relationships Portfolio Projects Programs Portfolio Programs Projects Other Work Programs Projects Projects Projects Projects

  12. Projects, Programs and Portfolios according to PMI

  13. Thanks!!!! Janet Burns, PMP Project Management Training and Consulting (609)213-8975 burns5133@yahoo.com

  14. Questions?

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