Can I get a response to this, over the next 10 weeks I have to interview a PM. My interview question for this week is as follows; give a brief of your (PMs) practice regarding your (use) of portfolio management. And what are the pressures you face and value that you find in portfolio, program, and project management? Saving Changes...
Sort By:
Ian NobleParents And Children TogetherReading, United Kingdom
There are several differences between programme management and project management.
A programme delivers major changes to an organisation, delivering benefits, and will consist of a number of projects.
A project delivers the outputs/deliverables/products for the project, as a single project, and is complete once these outputs are signed-off and handed over to the client/user organisation.
A major difference to me is that a project is usually complete before all the benefits are delivered, whereas a programme needs to ensure that the benefits are delivered. Therefore programme management focus more on benefit definition, measurement, and realisation, than project management tends to.
Hope this helps. Saving Changes...
Louis L MussbacherCEO| Mussbacher Industries ltd.Edmonton, Alberta, Canada
To deal with the last part of the question. Portfolio Management, is typically handled by Senior Management or Executive level staff that not only oversee the high level operation of the many Programs and Projects, but the delivery of those products, servicies or results towards the companies strategic business objectives. In other words how the company benefitted directly from the programs/projects deliveries.
Hope that clarifies that each are very different and you should clearly understand what each term - portfolio, program and project management is before asking the question. See the PMI PMBoK Chapter 1.4 Page 7 for more information. Saving Changes...
CLAUDIA CIPRIANA UNGUREANUCertified PRINCE2 Practitioner ® Project Manager| AK Property AgentsGreater London, United Kingdom
I came across recently with below information regarding differences between Program management, Project Management, Business Analysis and Business Architecture and the requirements for those undertaking those roles.
I hope the information is going to be useful for some of our members.
Program Management
?DEFINITION
This discipline provides leadership, coordination, and oversight to a series of projects that all contribute to a program with broader goals. This enables benefits and controls not available when managing the projects individually.
??Base
Able to lead small to mid-sized programs (including 2-3 projects) with moderate levels of complexity (ie: single business or functional area), including responsibility for tracking requirements, deliverables, financials and stakeholder communications.?
?Advanced
Able to lead a mid to large-sized program (including 4-6 projects) with moderate levels of complexity (ie: at least 2 projects in parallel at any given time within a single business/functional area or multiple small, unrelated projects with 1 or more business/functional areas). Manages the program including integrated requirements, cost, schedule, effort, project interdependencies, resource management and stakeholder communications.????
Expert
?Able to lead large complex programs (including 7+ projects with 3+ projects in parallel or multiple medium-sized programs simultaneously) with high degrees of political/technical interdependent challenges. Responsible for providing stakeholder and senior executive communications associated with requirements, schedule, budget and quality of all program elements. Reviews/approves projects plans for adherence to program objectives, plan and schedule. ?
Project Management
DEFINITION
This discipline plans, organizes, and manages the execution of a series of tasks, leading to the successful completion of a set of defined deliverables within a set period of time. ??
??Base
?Able to lead and deliver small to mid-sized (up to $500k) single-stream projects with moderate levels of complexity on time and on budget. Proficient in basic project management-related skills including workplan development, progress tracking, time tracking, status reporting and risk management.
?Advanced?
Able to lead and deliver mid to large-sized projects (up to $1m) with multiple workstreams, on time and on budget. Proficient in basic project management-related skills plus project estimation, active risk mitigation, complex issue resolution, steering committee accountability, resource utilization responsibility, and budget management.
Expert
Able to lead and deliver large ($1m+), multi-workstream (5+) efforts meeting all required deliverables on time and on budget. Proficient in advanced project management skills plus ability to take over troubled projects and lead them to successful completion, manage relationships with senior level leaders, and lead project teams including Slalom, client, and third party vendor members.?
Business Analysis
DEFINITION
This discipline bridges the needs of business and IT by analyzing the existing state of an organization’s structure, systems, processes, policies, and operations to identify and recommend options for improved technology and/or business process solutions.
??Base ?
Able to facilitate conversations with users and subject-matter-experts to understand the needs of the business and the current state of its processes. Works effectively with project team and interfaces with stakeholders at the manager and director level to ensure project execution remains in line with the desired functional and technical outcomes. Develops and ensures traceability from requirements to design through implementation.
?Advanced ?
Able to work with project team and interface with stakeholders at the director and executive level to ensure project execution remains in line with the desired functional and technical outcomes. Responsible for a critical function or functions within the project. Identifies and raises potential gaps in requirements or design and translates them into clear and specific mitigation plans.
Expert ?
Able to lead a team of analysts on a project to design and develop complete, integrated business process and technology solutions that span multiple departments of large organizations (1,000+ employees). Considered a subject-matter-expert with deep knowledge for the assigned area(s) of responsibility (may be industry or functional areas).?
Business Architecture
?DEFINITION
This discipline applies breadth and depth of experience spanning departments, roles, industries, and functions across six key dimensions (strategy, business capability, process, people, technology and information) to analyze business operating models and identify and describe the need for business technology or process (or a combination of the two) across the organization.
??Base ?
Able to map at least one of the six key dimensions by discovering the strategy and producing a basic heat-map and measures. Defines business capabilities as they map to business strategy and mission, including owners, inputs, outputs, goals and pain points. Facilitates collaborative solutioning sessions with IT analysts, developers, architects, business owners, and key subject-matter-experts within a single functional area. Able to work with business analysts to document solutions, which account for all technical impacts of technology implementation or process changes.
?Advanced ?
Able to facilitate conversations with stakeholders to understand the current and future state of business and technology needs across multiple functional areas or 1-2 divisions. Able to assess business capability, technology and strategy, and identify areas of misalignment among them. Develops current-state view and future-state roadmap based on assessment.
Expert
?Able to facilitate conversations with executive leadership to identify the business mission and strategy across all dimensions and organizational factors including organizational performance, maturity, compliance and governance, yielding outputs tailored to C-level advisory and decision making. ?
"If you have an apple and I have an apple and we exchange apples then you and I will still each have one apple. But if you have an idea and I have an idea and we exchange these ideas, then each of us will have two ideas."
