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Management of Portfolios, Programmes, and Projects: a practical guide for leaders and decision-makers

by Henny Portman

December 2022

Intermediate to advanced

180 pages

6h 55m

English

TSO (The Stationery Office)

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1.1 What is included in this guide1.2 Who will benefit from this guide?1.3 Key topics addressed
1.5 How to tackle issues faced by management teamsFigure 1.1 Issue resolution roadmap
Figure 1.2 Functions and roles in the Axelos best-practice guidance
Scenario 1: Portfolio issue2.1 MoPFigure 2.1 MoP portfolio management cycles2.1.2 MoP cycles and practices2.1.1 MoP principlesTable 2.1 MoP portfolio definition practices and factors to considerTable 2.2 MoP portfolio delivery practices and factors to consider2.1.3 MoP roles
2.2.1 MoV principles2.2.2 MoV processes and techniques

2.3 Checklist questions on portfolio management (1/3)Figure 2.3 An example of a project canvas
Figure 2.4 The three horizons model of growth
3.1 P3O and centres of excellence3.1.1 High-level functions and services3.1.2 Different P3O modelsFigure 3.1 Hub and spoke P3O model3.1.3 Roles and responsibilities within a P3O
Figure 3.2 Steps to set up or re-energize the portfolio office
4.1 M_o_RFigure 4.1 M_o_R frameworkFigure 4.2 Typical integration of risk information across perspectives4.1.1 M_o_R principles4.1.2 People considerations
4.2 Checklist questions on risk management (1/2)
Scenario 2: Maturity issue5.1 P3M3 maturity models5.1.1 What is P3M3?5.1.2 How does P3M3 work?Figure 5.1 Maturity levels5.1.3 P3M3 perspectivesFigure 5.2 The structure of P3M3: the three maturity models and their perspectives5.1.4 Step-by-step P3M3 assessmentFigure 5.3 P3M3 assessment steps
Figure 5.4 Project management maturityFigure 5.5 Maturity gap
Scenario 3: Standalone project issueScenario 4: Project-related issue within a programme6.1 PRINCE2Figure 6.1 Overview of PRINCE26.1.1 PRINCE2 principles6.1.2 PRINCE2 themesTable 6.1 The seven PRINCE2 themes6.1.3 PRINCE2 processesFigure 6.2 The PRINCE2 processes
6.2 PRINCE2 Agile
6.3 AgileSHIFTFigure 6.5 The AgileSHIFT framework
Figure 6.6 Agilometer
Scenario 5: Programme issue7.1 MSPFigure 7.1 MSP overview7.1.1 MSP principles7.1.2 MSP themesTable 7.1 The MSP themes7.1.3 MSP processes7.1.4 MSP key rolesFigure 7.2 Programme governing bodies
7.2 Checklist questions on programme management (1/3)Figure 7.4 Aspects of the target operating model
A.1 Portfolio direction group or investment committeeA.1.1 Role purposeA.1.2 Responsibilities
A.2.1 Role purposeA.2.2 ResponsibilitiesA.3 Director of change, business change director, or portfolio directorA.3.1 Role purpose
A.4 Portfolio managerA.4.1 Role purposeA.4.2 Responsibilities
A.5.1 PurposeA.5.2 Responsibilities
A.6.1 PurposeA.6.2 ResponsibilitiesA.7 Sponsoring groupA.7.1 PurposeA.7.2 Responsibilities
A.8.1 PurposeA.9 Senior responsible ownerA.9.1 Purpose
A.10 Business change managerA.10.1 PurposeA.10.2 Responsibilities
A.11.1 PurposeA.11.2 ResponsibilitiesA.12 Project boardA.12.1 PurposeA.12.2 Responsibilities
A.13.1 PurposeA.13.2 Responsibilities
A.14.1 PurposeA.14.2 Responsibilities
A.15.1 PurposeA.15.2 Responsibilities
A.16.1 PurposeA.16.2 Responsibilities
A.17.1 PurposeA.17.2 Responsibilities
A.18.1 PurposeA.18.2 Responsibilities
A.19.1 PurposeA.19.2 Responsibilities
A.20.1 PurposeA.20.2 Responsibilities
B.1 Portfolio management (MoP) health check assessment

Content preview from Management of Portfolios, Programmes, and Projects: a practical guide for leaders and decision-makers

Management of Portfolios, Programmes, and Projects

130

■ procurement and contracts

■ information

■ ﬁnances

■ change control

■ the secretariat and support for the board.

A.18 Project office (or project support)

A.18.1 Purpose

The provision of any project support on a formal basis is optional. If it is not

delegated to a separate person or function, it will need to be undertaken by the

project manager.

One support function that must be considered is that of change control.

Depending on the project size and environment, there may be a need to formalize

this and it may become a task with which the project manager cannot cope

without support.

Projec

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Publisher Resources

ISBN: 9780113318391