PMO & Project portfolio management
Lemberg, David, Executive Producer / Host has reference to this Academic Journal, PHwiki organized this Journal PMO & Project portfolio management Ale Zeman Manager PMO Strategy in addition to Planning Vodafone Czech Republic a.s. M +420 777 351 494 firstname.lastname@example.org email@example.com Time as long as Dilbert Index
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An organizational body assigned various responsibilities related to the centralized in addition to coordinated management of those projects under its domain. There in no such thing as a universal solution. To be effective, a PMO must be tailored to your organisations project types, management/staff capabilities, in addition to organisation culture What is the PMO Condition is full executive support Why setup the PMO Time as long as Dilbert
Supportive PMO Generally provides support in the area of expertise, templates, best practices, access to in as long as mation Controlling PMO It also requires that support to be used (pass the regular reviews, audits, ) Directive PMO Only professional project managers are assigned to the projects High level of consistency across all projects because PMs are reporting back to the PMO What can the PMO be What would the PMO provide Scope Defining processes Defining best practices Have executive level support Staffing Process oriented staff without significant experience in delivering projects, arent respected Push to the teams to get in as long as mation that the top management wants PMO cops Similar problem as IAD (Internal affairs department) inside PD (Police department) Why does the PMO fail One example from many posibilities
What is the Portfolio Management The act or practice of making investment decisions in order to make the largest possible return. What is the Project Portfolio Management Project Portfolio Management (PPM) is a term used by project managers in addition to project management (PM) organizations to describe methods as long as analyzing in addition to collectively managing a group of current or proposed projects based on numerous key characteristics. Prioritization in addition to portfolio management The fundamental objective of the PPM process is to determine the optimal mix in addition to sequencing of proposed projects to best achieve the organization’s overall goals Basic inputs are: hard economic measures business strategy goals constraints – imposed by management or external real-world factors. The key challenge to implementing an effective PPM process is typically securing the m in addition to ate to do so. Why setup the Project Portfolio Management PPM in Vodafone Czech Republic
Basic approaches Working on all projects at the time Working on projects which have apropriate resources Prioritization Vodafone Czech Republic Prioritization is about selecting the best investments from many, the ones that will deliver the most value in addition to the ones that will differentiate us from the rest. WHY Because we have limited resources mainly the IT development area (Vendors) in addition to internally as well. Investments that are Subject to Prioritization 1st all investments that consist of multiple business requirements usually generating requirements also from other departments. Application development or maintenance ef as long as t needed to implement all the requirements exceeds 30 man-days. 2nd If no application development or maintenance resources are needed then the second criteria is the total required CAPEX budget exceeds 1,5 M CZK. All of these projects are subject to Investment Board Prioritization.
Time as long as Dilbert Prioritization Process Prioritization process in Vodafone Czech Republic is two-fold: Project Outlook gets priority scoring in the Idea stage- IRG go/nogo decision Pipeline gets priority scoring in the Concept stage- CGR go/nogo decision Investment Board- CFT Investment Board at VF CZ is called CFT CFT meets every week in addition to consists of directors of Finance, Marketing, Sales, Customer Care, Technology, CFT is managed by PMO Project prioritization that is used by CFT is combination of prioritization scoring matrix in addition to CFT members expertise
Scoring matrix hard prioritization criteria Project outlook max 100 points from Scoring matrix + max 100 points from CFT members expertise Resource planning execution Prioritization, based on resource planning, allows us to run certain number of projects, according to available resources. Which projects can proceed to IRG in February 1) Migration to NBP 2) M2W II 3) OneNet BSS Enhancement II Why those projects
How many projects we are able to support with internal resources Internal resources are important to determine capacities, allow us to solve narrow points in addition to other problems. How we determine which projects could continue to IRG How many projects we are able to run in February projects are shown by support CPM FA DM IBM STS Internally: Externally: How many projects we are able to run in February 2009 We were able to move 3 projects to the concept in February
Summary 1. Scoring in addition to prioritization 2. Resource planning 3. Scenarios 4. Execution 5. Results Questions Jaké jsou charakteristiky organizace, u ní má smysl ídit portfolio Od jaké velikosti, druhu podnikání apod. Questions
Lemberg, David Executive Producer / Host
Lemberg, David is from United States and they belong to Science and Society and they are from San Diego, United States got related to this Particular Journal. and Lemberg, David deal with the subjects like Biology/Microbiology; Education; Science
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