PMI Standard for Portfolio Management

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1 Project : how organizations can measure and improve their performance PMI Standard for Milan, April 20th 2011 Walter Ginevri, PMP, PgMP

2 Agenda 2 Evolution of PMI standard of PfM PfM definition and high-level view The organizational contet of PfM Summary of process framework Role of the Manager Conclusions and Q&A session

3 Evolution of PMI standard of PfM 3 1 st edition - May nd edition - December rd edition (eposure draft) - March rd edition (final version) - December 2012

4 Major differences between 2 nd and 3 rd edition 4 from 2 to 3 Process Groups Defining Process Group Aligning Process Group Authorizing & Controlling Process Group from 2 to 5 Knowledge Areas from 14 to 16 Processes Strategic Governance Performance Portf. Communication Risk

5 PfM definition and high-level view 5 management is the centralized management of one or more portfolios to achieve strategic objectives. It includes a set of interrelated organizational processes by which an organization prioritizes, selects, and allocates its limited internal resources to best accomplish organizational vision, mission, and values. Subportfolio Projects Programs Programs Projects Subprograms Projects Other Work Projects Projects Projects

6 The organizational contet of PfM 6 Vision Mission Organizational strategy & objectives High-level operations planning & management Project portfolio planning & management of on-going operations of programs & projects Organizational resources

7 Integrated view of overall portfolio strategy 7 Y1 H1 Y1 H2 Y2 H1 Y2 H2 Business Area 1 Business Area 2 AS IS TO BE Programs & Projects Business Area 3 Business Area 4 Business Area 5

8 Key Documents and PfM Process Interactions 8 Organization Process Assets Organization Strategies & Goals Enterprise Environmental Factors Inventory of Work Enterprise/ Organization Strategic Plan Charter Defining Process Group Roadmap Component Reports Aligning Process Group Process Assets Managem. Plan Authorizing & Controlling Process Group Projects/ Programs Governance Decisions Reports

9 Intraorganizational PfM process relationships 9 Eecutive Vision Mission Strategic Plan Strategic Objectives Define Manag. Plan Define Roadmap Define Charter Develop Strategic Plan Define Authorize Develop Manag. Plan Develop Pf. Communication Manag. Plan Develop Risk Manag. Plan Non sequential processes Manage Strategic Changes Optimize Provide Oversight Manage Supply & Demand Manage Value Manage Information Manage Risks Project & Program Project/Program Project/Program Performance Project/Program Closeout Operations Operations Defining Process Group Aligning Process Group Authorizing/Controlling PG

10 Role of the Manager Establishing and maintaining a PfM methodological framework Guiding the selection, prioritization, and balancing of the portfolio Ensuring the alignment of portfolio components with strategic goals Establishing and maintaining infrastructure and systems to support PfM Continuously reviewing, reallocating, reprioritizing, optimizing the portfolio Providing key stakeholders with timely assessment of portfolio components Supporting senior level decisions making by ensuring timely communication 10

11 Conclusions and Q&A session Many improvements compared to the 2 nd edition Clear framework of knowledge areas and process groups Emphasis on communication and stakeholder management Better integration with the other standards (PMBoK & Program) Organizational issues should be analyzed in depth Iterative & adaptive planning should be reinforced A new certification path (PfMP) should be offered 11

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