Portfolios, programmes and projects. Delivering one version of the truth: a case study
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The document discusses the importance of clear outputs, multidisciplinary skills, and effective project management strategies in a complex and uncertain environment. It emphasizes the need for centralized documentation, regular reporting cycles, and the use of Project Management Information Systems (PMIS) to enhance efficiency and accuracy. The goal is to achieve a single source of truth to streamline communication and save project management time.
Portfolios, programmes and projects. Delivering one version of the truth: a case study
- 1. Geoff Reiss HFAPM, MSc
- 2. Let’s first agree our terms
- 3. Outputs required should be clear Multidisciplinary skills are need Competing with other, overlapping projects Success = on cost, time and performance Time Performance Cost
- 4. There should be a clear Vision Uncertainty about how to get there The change is large and complex The risk is higher And a focus on benefits is more important than outputs
- 5. The management of all programmes and projects within one organisation Company, division or operation Includes selection, evaluation and authorisation of programmes and projects
- 9. How PMs spend their week 40% Planning the future 60% Reporting the past
- 10. How PMs spend their week 40% Planning the future Reporting the past 60%
- 11. Very expensive people spend a lot of time reporting. They are looking backwards but walking forwards
- 12. Can only come from one source All projects feed a single source But parts can be made available to different stakeholders An open and honest culture helps a lot
- 13. Store Documents in one central location Control access (create, read, write, delete) Version control Why? Always use latest version Less errors Less time searching for the right document Ease reporting
- 15. Project Manager Workers, teams, measurement Project Manager Project 1 Project 2 Project 3 Workers, teams, measurement Project Manager Project Office
- 16. Programme Boards Main Board & committees Funding Bodies Member organisations Associate organisations Other external stakeholders Programme Management Office Delivery consortia 9 Programmes 60 Projects Finance 16
- 17. Reporting Project teams report on a regular cycle Monthly Use standard report layout Consolidate into a programme or portfolio database – Project Office role Summarise, slice & dice, specific focus reports, ad hoc reports Dates set throughout 2013
- 18. Project Management Information Systems PMIS – an semi-automated reporting mechanism An example of an update process: 1. 2. 3. 4. 5. 6. Reporting SharePoint is very popular Auto remind 60 PMs to complete online summary, this displays last week’s report + Finance Data 30 minutes? PMs update and click on submit Programme Report assembled and presented to 9 programme managers for checking Completed and submitted by programme managers Report assembled and presented by the project office for final checking Reports and Intranet pages updated and distributed automatically
- 19. Reporting
- 20. One Version of the Truth is possible Requires: A System A Programme Office A Documentation Solution Not cheap But much PM time is saved
- 21. Good Luck with your projects
Editor's Notes
- #7: So a summary of the language – today we focus on the third row. Projects may come from many sources, we may not even know where they came from but we do have to get on with them. There is separate programme and project strategy module at Warwick. Some students may have been on that module, some not. This uses the same language although it is important to point out that the language is not firm and does vary across industries, countries, continents and languages.