• Definitions (from PMI)
– Project
Program
Management
– Program
Concepts and
Considerations
– Portfolio
In Other Words. . .
2
Programs: Sponsors, Owners, and Alignment
3
Characteristics of Projects, Programs, and Portfolios
Project Program Portfolio
Product & physical Benefit focus Strategy focus
focus
Single endeavor Group of like Group of programs
projects and projects
aligned to strategy
Fixed term Ongoing Ongoing
Within a functional Normally crosses Across the whole
group organizational organization
boundaries
Hierarchical Collaborative (inter- Collaborative
dependent)
4
From Chaos to Organization
5
Maturity in program management
L5 - Program leadership
L4 - Program Mgt support environment
L3 - Program controlled
L2 - Program planned
L1 - Independent uncoordinated projects
6
Roles Change at the Top
7
• No single ‘right’ way
• Fits project needs and requirements
• Meets customer expectations
Program
Organization
[Link]
8
Functional Organizations
Matrix Organization Structure
10
Projectized Organizational Structure
11
Life Cycle Timing
Corporate Strategy
Vision Strategic options Project Portfolio Implement strategy
Program delivery
Program set-up Mobilize Deliver benefits Benefits realization
Project delivery
Initiate Plan Execute Control Close
12
Project Management Office (PMO) Functions
13
Key Dimensions Defining an Organization’s Culture
14
Cultural Dimensions of an Organization Supportive
of Project Management
15
Factors That Add Complexity
– Geographic spread
– Cultural differences
– Resources, knowledge gaps, labor pool credentials
– Size/$ value
– Uncertain requirements, scope, and deliverables
– Complex interactions
16
Cross-Cultural Considerations:
A Closer Look
• Culture
• Cultural Differences
17
• Relying on Local Intermediaries
• Culture Shock
Working in
Different Cultures
18
New Developments in Program Management
New Success Criteria
Key Performance
Governance
Indicators
Dashboard
Design
Measurement
Kerzner
19
Metrics and Dashboards
– Metrics are:
• Objective and measurable attributes of project
performance
• Assessment the project’s health and risks
• Prediction of project success and failure
• Targets/milestones
• Catching mistakes
• Informed decision making
• Often ignored
– Metrics require:
• A need or purpose
• A target
• A means of measurement
Metric Requirements
• A reporting structure
[Link]
21
– Business-based or financial
metrics
– Success-based metrics
– Program-based metrics
Generic
– Individual project metrics
Categories of
Metrics
McAlister
22
Metric Measurement Complexity
Metric or KPI Measurement
Profitability Easy
Customer Satisfaction Hard
Goodwill Hard
Penetrate New Markets Easy
Develop New Technology Medium
Technology Transfer Medium
Reputation Hard
Stabilize Work Force Easy
Efficiency, Effectiveness Hard
and Productivity
Utilize Unused Capacity Easy
23
Selection Issues
– Metrics must validate
performance and success.
– Agreement on metrics will
define success or failure
– Select appropriate metrics
[Link]
– Avoid “metric mania.”
24
– KPIs can be derived from
formulas
– A KPI can be a combination
of other metrics
KPI Derivations
ResearchGate
25
Useful KPI attributes
– KPIs can be selected using the following:
• Predictive
• Measurable
• Actionable
• Relevant
Entrinsik
• Automated
• Limited number
26
The KPI Boundary Box
Upper Performance Threshold Limit for the KPI
KPI Performance
Targets
Lower Performance Threshold Limit for the KPI
27
Why Use Dashboards?
– Dashboard purpose
– Dashboard = “situational
awareness”
– Dashboards are
communication tools.
28
Dashboard Layout
29
Rules of Colors
30
Dashboard Images
– Types of dashboard images include:
• Gauges
• Thermometers
• Traffic lights
• Performance trends
• Performance variances
• Bar charts and column charts
• Histograms
• Pie charts
• Rectangles with quadrants
• Others
31
Dashboards – Conveying Information
32
33
34
35