OBJECTIVES

Optimising the results of the project portfolio

Organising learning of and among programmes and projects
TASKS
Analysis of the project portfolio reports
Selection of programmes, projects to be started
Interruption of programmes, projects
Definition of priorities of programmes, projects
Coordination of internal and external resources for programmes
and projects
TOOLS
Project portfolio database
Project portfolio reports
Investment proposal form
PROJECT PORTFOLIO GROUP
The perception of the set of projects of a POC as a project portfolio
creates added value. The project portfolio is a new management object
of consideration. Specific project portfolio reports, such as a project
portfolio bar chart, a network of projects, or a project portfolio score
card, are instruments of the project portfolio group.
PROJECT PORTFOLIO SCORE CARD
Innovation
Criteria
Financial
Criteria
Process and
Resource Criteria
Client
Criteria
Optimal
Project
Portfolio
OBJECTIVES
Ownership of the project and programme management process
Support the Project Portfolio Group
TASKS
Developing and maintaining PM procedures, standard project plans
Providing PM support
Organising PM training, PM auditing and PM consulting
Updating the project portfolio database
Preparing the project portfolio reports
PM marketing
TOOLS
PM procedures
Standard project plans
PM marketing tools
Project portfolio database
PM OFFICE
PM Office
Manager
Project-,
Programme
Management
Services
Project Portfolio
Management
Services
Pool:
PM Personnel
Pool:
PM Trainer,
PMConsultants
The organisational integration of a PM Office in the POC might be either
as a department within a project-oriented profit center or as a service
center cooperating with the different profit centers. In large organisations
there might be several PM Offices, maintaining networking relations.
ORGANISATION CHART: PM OFFICE
RO LA N D G A REIS
Management of the
Project-oriented Company

Reference Card
www.rgc.at
www.wu-wien.ac.at./pmg
Management
Board
Business
Unit A
Project
Portfolio Group
Department
Department
Expert Pool 1
Expert Pool 2
Business
Unit B
Department
Department
Expert Pool 3
Expert Pool 4
Service
Department
Department
PM Office
Projects
Type A
Projects
Type B
Projects
Type C
Programme I
PROCESSES OF THE PROJECT-ORIENTED COMPANY
100
80
60
40
20
0
Networking
between Projects
Personnel Management
in the POC
Assignment of Projects
and Programmes
Project Management
Programme
Management
Consulting, Auditing of
Projects and Programmes
Project Portfolio
Management
Organisational Design
of the POC
Project (programme) management auditing and consulting by external
or internal experts are quality management instruments of the POC.
Instruments of project auditing are for example analyses of project
management documentations, interviews, and observations of project
team meetings.
PM AUDITING CHECKLIST
The project-oriented company (POC) requires competences
for the performance of specific managerial processes.
SPIDER WEB: SPECIFIC PROCESSES OF THE POC
CONSULTING AND AUDITING OF PROJECTS
Project Assignment
Business Case
Work Breakdown Structure
Project Bar Chart
Project Budget
Project Risk Analysis
PM-Audit: Project "XY"
Project Organisation
Project Environment Analysis
Consistancy of PM Documents
Score Weight
Weighted
score
Criterion
PM Auditor Date Page
PROGRAMME ORGANISATION
PROJECT AND PROGRAMME MANAGEMENT
The programme management processes and methods are similar to the
project management processes and methods. But new organisational
structures, in addition to the single project organisations, are required.
PROGRAMME ORGANISATION CHART
Project Start
Project Controlling
Management of a
Project Discontinuity
Project Close-down
Continuous
Project Coordination
Programme Team
Programme Organisation
Project Y
Project 1 Project 2 Project X
Programme
Manager
Programme
Office Manager
Programme
Owner
Project
Assignment
Project
Approval
Project management and programme management are business processes
of the project-oriented company.
Objects of consideration are not only the scope, time, and costs but also
the organisation, the culture, and the context of the project or programme.
PM PROCESS
Project management competence is defined as the knowledge and the
experience required by a person to perform a project management role,
such as project owner, project manager, or project team member.
PM CAREER PATH
PERSONNEL MANAGEMENT IN THE POC
Competence Certification Role
Expert PM Knowledge
Management Experience
Expert PM Knowledge
Comprehensive PM Experience
Advanced PM Knowledge
PM Experience (as Project Manager)
PM Knowledge
PM Experience (as Project Team Member)
Certified
PM Executive
Certified
Senior Project Manager
Certified
Project Manager
Certified
Junior Project Manager
PM Office Manager
Programme Manager
Project Portfolio Group Member
Senior Project Manager
PM Consultant
Project Manager
PM Office Member
Junior Project Manager
PM Assistant
Project Controller
PROJECT MANAGER IS A NEW PROFESSION
In POCs three career paths can be differentiated: The management career,
the expert career, and the project management career.
ROLE DESCRIPTION: PROJECT MANAGER
OBJECTIVES
Ensuring the realisation of the project objectives
Representing the project interests versus the project environment
TASKS IN THE PROJECT START PROCESS
Transferring know-how from the pre-project phase into the project
Developing adequate project plans
Designing an adequate project organisation
Developing a project culture
TASKS IN THE PROJECT CONTROLLING PROCESS
Analysing the project status
Agreeing on corrective actions
Adapting the project management documentation
Preparing the project progress report
TASKS IN THE PROJECT CLOSE DOWN PROCESS
Coordinating final contents work
Transferring project know how into the base organisation
Dissolving project environment relationships