I am writing my master's thesis with a company. The department I am in is the program and project management office where we are responsible for the governance of project implementation. What are some suggestions on areas of focus for PPM? Thanks!
Being unknown about your project nature, it is hard to suggest but you can analyse the gap between planing and implementation. or implementability of your plan.
Frederica,
In reviewing your question, I am focusing on "governance of project implementation" which in my vernacular would make me think of institutionalization of processes using quality systems. There are two roles that should be considered which are the operational and functional aspects of a project.
Operational should use a baseline-centric approach which means they define the contractual requirements, scope of work, schedule, estimate, budget, execution plan, and have performed a risk review, before the project starts. As the project progresses, they should report progress against the baseline and from a corporate stand point it should be a standard review across all projects.
Functional addresses all of the typical roles needed on a project such as project management, project controls, finance, engineering, quality, risk management, human resources, procurement, legal services, etc. Each of these functions should have defined processes and procedures which ultimately should work within an enterprise management platform. From a quality stand point it is best if all of the functional groups have process mapped how they execute their work using swim lanes that indicate relationships with other functions and show inputs into the enterprise management system.
Hopefully this is on target and will get you headed down the right path.
Let me know if you have any questions.
David
Frederica
I would recommend you explore benefits management. Projects have no value unless they deliver the desired benefits and this is a governance issue. A project manager is responsible for the on time on budget delivery of outputs but cannot be responsible for the benefits which are usually realized sometime after delivery. The PMO has a role in seeing the benefits are realized but as far as I know, no one has cracked the problem to ensure benefits are realized. This is particularly the case if we are talking about strategic benefits.
I recommend the publication "Future Trends in Project Management" (Conference Paper Future Trends in Project Management
).It is based on the opinion of an international group of experts in project management, researchers as well as practitioners that set up their prognoses on the future developments in project management. The outcome of this study provides a holistic summary on the future of project management for the next decade.
I would recommend you check out the work of Karlos Artto and his team at the former Helsinki University of Technology. https://www.aalto.fi/en/people/karlos-artto
Long lost question here.....although still interesting...what is the intension with project portfolio management - and with the office for project portfolio management? It raises all kinds of other questions, as what is the relevant view on any organizational device set up to manage? It the focus on implementation and control, or to stimulate, support and disseminate knowledge? Is management considered embedded in flip-charts, plans and guidelines or is management what happens when we touch others and make something happen that would not have happened otherwise?
I recommend you to look at new trends in business areas. which might be use in future. The future emerging potential factors in project management, which may help to adopt the latest trends and analyse the benefits.
Hi, it's always interesting to look over the fence and see what is going on in other areas. One of the things some has pointed to in project management, is more attention towards the delivery of benefits from projects, rather than focus on project plans etc. It means a come-back for focus on leadership rather than micro-management.
How will portfolio managers adapt portfolios in light of the VUCA environment we are presented with? Are we looking at an increase in agile Portfolio management adoption
Project portfolio management needs to adjust to agile environment. It is possible to use agile practices to portfolio management
Dear Sylva, I think you are right. Still, i would say that the environment around Project portfolio management has always been agile/turbulent/ambiguous as we are dealing with decisions and predictions into an uncertain future. In the past, the focus has been on trying to eliminate and calculate risk and uncertainty in many of the proposed methods and approaches. A newer understanding and recognition of the challenges with that approach is much welcome and relevant.
I propose a project portfolio management topic concerning the analysis of changes in the composition of the investment asset portfolio as a result of economic changes caused by the SARS-CoV-2 (Covid-19) coronavirus pandemic.
Best regards,
Dariusz Prokopowicz
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