Project Portfolio Management Vs. Programme Management
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==== Definition ==== | ==== Definition ==== | ||
| − | Defined, a '''Portfolio''' represents a collection of projects and/or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The Projects or Programs of the portfolio (components of a portfolio) may not necessarily be interdependent or directly related. [1] '''Portfolio Management''' is defined as a dynamic decision process, which constantly update and revise active projects. [2] Thus '''Portfolio Management''' enables the organization to align the Portfolio to strategic objectives, approve only components that directly support business objectives, and consider the portfolio risk as a result of the mix of components in a Portfolio at any time. [3] | + | Defined, a '''Portfolio''' represents a collection of projects and/or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The Projects or Programs of the portfolio (components of a portfolio) may not necessarily be interdependent or directly related. [1] '''Portfolio Management''' is defined as a dynamic decision process, which constantly update and revise active projects. [2] Thus '''Portfolio Management''' enables the organization to align the Portfolio to strategic objectives, approve only components that directly support business objectives, and consider the portfolio risk as a result of the mix of components in a ''' Portfolio''' at any time. [3] |
| − | It is stated that a Portfolio most likely is one of the truest measures of an organisation´s intent, direction, and progress. Thereby the organisation can reasonably question components of a Portfolio, when they are not alligned to the strategy. [3] | + | It is stated that a ''' Portfolio''' most likely is one of the truest measures of an organisation´s intent, direction, and progress. Thereby the organisation can reasonably question components of a ''' Portfolio''' , when they are not alligned to the strategy. [3] |
| − | Hence, Portfolio Management as dynamic decision process includes the collection, identification, categorisation, evaluation, selection, balance and review of components according to the organisation´s specific key indicators and the strategic plan. Typically the components wil be reviewed and validated in relation to : | + | Hence, ''' Portfolio Management''' as dynamic decision process includes the collection, identification, categorisation, evaluation, selection, balance and review of components according to the organisation´s specific key indicators and the strategic plan. Typically the components wil be reviewed and validated in relation to : |
| + | |||
| + | *Alignment of the components with corporate strategy | ||
| + | *Viability of the components as part of the ''' Portfolio''' , based on key indicators | ||
| + | *Value and relationship to other ''' Portfolio''' components | ||
| + | *Available resources and ''' Portfolio''' priorities | ||
| + | *Additions and deletions of ''' Portfolio''' components | ||
Revision as of 16:16, 24 November 2014
Both Project Portfolio Management and Programme Management are mentioned as two common extensions of today´s project management practice. It can be confusing to understand the differences.
This article will wrap up distinctions according to existing literature and best practices, by the determination of fundamental key factors.
Contents |
Project Portfolio Management
Definition
Defined, a Portfolio represents a collection of projects and/or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The Projects or Programs of the portfolio (components of a portfolio) may not necessarily be interdependent or directly related. [1] Portfolio Management is defined as a dynamic decision process, which constantly update and revise active projects. [2] Thus Portfolio Management enables the organization to align the Portfolio to strategic objectives, approve only components that directly support business objectives, and consider the portfolio risk as a result of the mix of components in a Portfolio at any time. [3]
It is stated that a Portfolio most likely is one of the truest measures of an organisation´s intent, direction, and progress. Thereby the organisation can reasonably question components of a Portfolio , when they are not alligned to the strategy. [3] Hence, Portfolio Management as dynamic decision process includes the collection, identification, categorisation, evaluation, selection, balance and review of components according to the organisation´s specific key indicators and the strategic plan. Typically the components wil be reviewed and validated in relation to :
- Alignment of the components with corporate strategy
- Viability of the components as part of the Portfolio , based on key indicators
- Value and relationship to other Portfolio components
- Available resources and Portfolio priorities
- Additions and deletions of Portfolio components
Key Factors
Program Management
Definition
Defined, a Program represents a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work (e.g., ongoing operations) outside the scope of the discrete projects in a Program. [4]
Key Factors
References
[1] Project Management Institute. The Standard for Portfolio Management: The Portfolio Management Framework. Project Management Institute, Inc, 2006.
[2] Cooper et al., 1998a, b; Griffin, 1997; Graves et al., 2000; Ringuest et al., 1999; Roussel et al., 1991
[3] Project Management Institute. The Standard for Program Management: The Relationship between Program Management and Portfolio Management. Project Management Institute, Inc, 2006.
[4] Project Management Institute. The Standard for Program Management: What is a Prgram. Project Management Institute, Inc, 2006.
