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A Maturity Model for Project Portfolio Management. Janet Burns, PMP Project Management Consulting and Training. Presentation Agenda. A little background Why a tailored Maturity Model for PPM? What does the model look like? How to use it Implementation examples

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a maturity model for project portfolio management

A Maturity Model for Project Portfolio Management

Janet Burns, PMP

Project Management Consulting and Training

presentation agenda
Presentation Agenda
  • A little background
  • Why a tailored Maturity Model for PPM?
  • What does the model look like?
  • How to use it
  • Implementation examples
  • PMI’s standards for Portfolio and Program Management
  • Q & A
some cultures are not always process friendly
Some cultures are not always process-friendly

Typical Characteristics

  • Relationships are key
  • More verbal than written communications
  • Few formal policies
  • Lots of hallway meetings
  • Projects, and departments are known by people’s names

Typical organization types

  • Creative organizations
  • Small companies
  • Entrepreneurial organizations
  • Family run organizations
  • Non-profits
  • Academic organizations
my key note
My “Key Note”

“You never change something by fighting the existing reality. To change something, build a new model that makes the existing model obsolete”

Buckminster Fuller

Or, put another way…

slide5

“I feel a recipe is only a theme, which an intelligent cook can play each time with a variation”

Madam Benoit

slide6

Existing Reality:

Standards and measures that may be

rigid, complicated, and overwhelming

given the audience and characteristics

of the organization

slide7

A New Model:

Get creative with the existing reality by:

Focusing on a few key points

Turning it around

Adding some different ingredients

Translating it to a familiar language

Take baby steps

slide10

10

User’s Meeting January 23-25, 2007

portfolio and organizational strategy
Portfolio and Organizational Strategy
  • Organization relies on projects and programs in order to achieve their strategic intent
    • Strategic intent and prioritization provide direction for determining the financial resources that should be applied to the portfolio.
    • The strategic intent is mapped onto a set of portfolio components (including their resource allocation).
    • Each program and project is defined by its contribution to the portfolio’s strategic intent. Once defined they can then be managed in accordance with the PMBOK and other related standards.
portfolio relationships
Portfolio Relationships

Portfolio

Projects

Programs

Portfolio

Programs

Projects

Other Work

Programs

Projects

Projects

Projects

Projects

slide15
Thanks!!!!

Janet Burns, PMP

Project Management Training and Consulting

(609)213-8975

burns5133@yahoo.com