Portfolio, Program and Project Management

PROJ6018

Portfolio, Program and Project Management Terminology Relevant to Assessments ( A3)

A3

Report structure

  • Title page: Include the Title of the Report, Student Name, Student ID, Learning

Facilitator’s Name, Word Count and Date Submitted.

  • Executive Summary: Provide a summary of your report, findings and recommendations.

PROJ6018_Assessment_3_Brief_Recommendations_Report_Module_6.1 Page 4 of 8

  • Table of Content: Include page numbers and headings.
  • Introduction: Outline the background and the specific context of the organisation you

have analysed.

  • Body of the Report: Provide your findings and recommendations.
  • Conclusion: Provide a summary of your findings and recommendations.
  • References: List all the references cited in the report, including references for any

diagrams and images included

 

  • 10 REFERENCES – About ppm implementation

Challenges of PPM

How to implement PPM

 

Note: Tools used in PPM

  • Techniques used to implement PPM
  • The maturity level of the organisation in its ability to implement PPM
  • Benefits to the organisation of implementing PPM
  • Managing the change that PPM creates
  • Challenges faced in implementing PPM
  • Recommendations on how to make PPM more successful

 

 

 

 

 

 

 

 

 

 

 

Title page: Include the Title of the Report, Student Name, Student ID, Learning

Facilitator’s Name, Word Count and Date Submitted.

 

  • Executive Summary: Provide a summary of your report, findings and recommendations.

 

  • Table of Content: Include page numbers and headings.

 

  • Introduction: Outline the background and the specific context of the organisation you

have analysed.

 

 

 

 

 

 

 

 

 

 

 

 

Body of the Report

You have been asked as a consultant to implement PPM for the company provided in the case study

  1. investigate and critically analyse your selected organisation, identifying business and project portfolio management needs and considering the tools and techniques relevant to the project, program and portfolio management in improving business practices, value delivery and performance.

 

  • What are the PPM needs of the company?
  • Why does it need PPM?

 

 

  1. Carry out a maturity assessment using your selected organisation. The Project/Portfolio Management Maturity assessment is the foundation for the development of recommendations that align the organisation’s maturity with its ability to deliver outcomes relevant to its strategic objectives
  • How mature is the Company?
  • The maturity level of the organisation in its ability to implement PPM
  • The more mature it is the easier it is to implement PPM (signs of maturity could be policies, procedures, systems, stable staff, well-trained staff, and good implementation of projects)
  • Judge the maturity of the organization

 

 

  1. Your assessment and investigation should also include a project inventory and an analysis of current project selection processes that may lead to recommendations for improvements.

 

  • How should they use PPM to select the implementation of the project(meaning the PPM is at the top how did they influence the project at the bottom by using PPM e.g change manager to go down to project level to meet, communicate identify gaps and provide resources that will ensure the project implementation and selection of project is done according to PPM)

 

  1. (1700 words)you then need to provide recommendations that will improve the level of organisational PM

maturity. Base your recommendations on your selected PM framework and include a roadmap

for the portfolio management implementation into this organisation. At a minimum, your

recommendations should address the following questions related to improvements, but you

may add others:(list the steps you will take)

  • What is the level of Project/Program /Portfolio Management maturity in the

organisation?

 

  • What recommendations are you making to improve the organisation’s

maturity level?

 

  • How long do you think the organisation will need to reach the next and

desired level?

  • Are the next and desired levels the same level?

 

 

  • What is the current PM approach?
  • How does the organisation manage its projects?
  • Is the organisation investing in the right project and optimising its capacity?
  • Are the promised project benefits being realised and how does this relate to the current level of maturity?
  • What are your recommendations for ensuring that the right projects are being selected for organisational investment and inclusion in the program or portfolio?
  • How will this be measured?

 

  • What are the key best practices and models currently in use?
  • What are your recommendations to improve the maturity level? Which model are you recommending and why?
  • What is the current method used to evaluate the project portfolio? How successful is

this method?

  • What recommendations would you make to improve the current state?

 

 

 

 

  • Has a benefits management lifecycle been implemented in the organisation?
  • How would you describe the processes of the lifecycle?
  • Has the lifecycle been applied at the project, program or portfolio level?
  • What are your recommendations to improve the management and realisation of the ongoing and sustained benefits?
  • How does this relate to the current and desired maturity level?
  • How does the benefits management align with the deliverable goals of the organisation’s projects?

 

  • How would you assess the corporate culture and more specifically, the potential?

likelihood of differences in terms of key internal stakeholders’ influence and input?

  • Who are the key stakeholders in this organisation? Do they each hold the same perspective in relation to the implementation of portfolio management and/or improvements in the

project/portfolio management maturity of the organisation?

  • What effects do these different perspectives have on your recommendations? How will you approach these differences and find an agreed approach to the acceptance of your recommendations?
  • What strategies are you recommending? Will a PMO improve this scenario?
  • How and where will the PMO need to be situated in the organisational structure to achieve

synergy in the acceptance of your recommendations?

 

 

  • How would you define and recommend a change management approach and model for

the organisation given the organisational readiness for and acceptance of the changes

you are recommending?

  • Which challenges can you identify that you believe may be encountered regarding the changes and stakeholders’ acceptance of the changes and what solutions would you recommend managing these challenges?

 

  • How is a PMO valuable in the context of the current level of maturity and how can it

improve the maturity level?

  • What sort of PMO and at which organisational level should the PMO be implemented in the organisation?
  • What type of Portfolio Management or Program Management model do you recommend?
  • Include a roadmap for the implementation of the PMO, including an approach for change management, resource allocation and capacity and capability planning. What are the responsibilities for your planned PMO and what type of PMO are you recommending?

 

  • What recommendations would you make regarding the change management approach, training, tools and techniques used and recommended in the management of the project portfolio?

 

  • What is the likely success of introducing Portfolio Management or Program Management and an associated PMO?
  • How will you define the success of this implementation?
  • What challenges are likely to be faced by your selected organisation?
  • What recommendations will you propose to increase the success of this initiative and

overcome the challenges that you have identified?

 

 

 

Conclusion: Provide a summary of your findings and recommendations.

 

 

References: List all the references cited in the report, including references for any diagrams and images included.