Scribd
Upload
65 views3 pages

TH TH: Executing, Monitoring and Controlling, and Closing

This document discusses the relationships between portfolios, programs, and projects, as well as organizational project management. It provides three key points: 1) Portfolios contain collections of projects, programs, and operations that are managed together to achieve strategic objectives. Programs are comprised of related projects or work managed in a coordinated way to realize benefits. Projects are tasks that must be completed within budget, time, and standards. 2) Organizational project management links project, program, and portfolio management practices to organizational strategies to consistently deliver results. 3) Project management involves defining, planning, coordinating, and controlling project activities from start to finish to meet requirements within scope, time and cost constraints. Challen

Uploaded by

Mary Anne Anorma
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
65 views3 pages

TH TH: Executing, Monitoring and Controlling, and Closing

This document discusses the relationships between portfolios, programs, and projects, as well as organizational project management. It provides three key points: 1) Portfolios contain collections of projects, programs, and operations that are managed together to achieve strategic objectives. Programs are comprised of related projects or work managed in a coordinated way to realize benefits. Projects are tasks that must be completed within budget, time, and standards. 2) Organizational project management links project, program, and portfolio management practices to organizational strategies to consistently deliver results. 3) Project management involves defining, planning, coordinating, and controlling project activities from start to finish to meet requirements within scope, time and cost constraints. Challen

Uploaded by

Mary Anne Anorma
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 3

CE 505 – Construction Methods and Project Management

ENGR. TIMBAL

BASED ON PMBOK 5TH & 6TH EDITION

The Relationships Among Portfolios, Programs, and Projects

 Portfolio refers to a collection of projects, programs,


subportfolios, and operations managed as a group to achieve
strategic objectives.
o Portfolio management aligns with organizational
strategies by selecting the right programs or projects,
prioritizing the work, and providing the needed
resources
 Programs are comprised of subprograms, projects, or other work
that are managed in a coordinated fashion in support of the
portfolio.
o Program management harmonizes its projects and
program components and controls interdependencies
in order to realize specified benefits.
 Projects are tasks of considerable magnitude that must be
completed w/in a budget, time, and required standards.
o Construction Project- type of project by which a
physical structure are planes, designed, procured,
constructed or produced, altered, repaired, maintained
and demolished
 HORIZONTAL PROJECTS Organizational Project Management (OPM)
1. Subdivision developments
-a strategy execution framework utilizing project, program, and
2. Roads and bridges
portfolio management as well as organizational enabling practices to
3. Water distribution
consistently and predictably deliver organizational strategy producing better
4. Power distribution
performance, better results, and a sustainable competitive advantage.
5. Sewage systems
 VERTICAL PROJECTS
- advances organizational capability by linking project, program,
1. Residential condominium
and portfolio management principles and practices with organizational
2. Offices
enablers to support strategic goals
3. Commercial
4. Institutional Project management
5. Power plants
6. Hospitals - develops and implements plans to achieve a specific scope that
is driven by the objectives of the program or portfolio it is subjected to and,
ultimately, to organizational strategies

- the application of knowledge, skills and tools and techniques to


project activities to meet the project requirements

-overall defining, planning, coordinating and control of a project


from inception to completion aimed and ensuring completion on-time, w/in
the cost and required performance

-achieved thru project management process: initiating, planning,


executing, monitoring and controlling, and closing

TRIPLE CONSTRAINTS
COST

SCHEDULE SCOPE

ANORMA
Challenges on Project Management:

 Project Success- measured by completing the project within the


constraints of time, scope, cost, quality, and risk

Project Management Office (PMO)

-is a management structure that standardizes the project-related


governance processes and facilitates the sharing of resources,
methodologies, tools, and techniques

-is the natural liaison between the organization’s portfolios,


programs, projects, and the corporate measurement systems

 Supportive – provide consultative role to projects


 Controlling – provide support and require compliance thru
various means
 Directive – take control of the projects by directly managing the
projects

ORGANIZATIONAL STRUCTURE

 Functional – organization is broken down into different sections


based upon specialty

 Projectized/Project – project focused organizational structure


where the project manager has final authority over the project
 Matrix – people w/ similar skills are pooled for work assignments.
It is a combination of functional and projectized.
- Each project manager has to report to both functional and
project manager

ANORMA
Organizational Influences on Project Management

Stakeholders include all members of the project team as well as all


interested entities that are internal or external to the organization.

Project Team

- includes the project manager and the group of individuals who


act together in performing the work of the project to achieve its objectives.

-is comprised of individuals from different groups with specific


subject matter knowledge or with a specific skill set to carry out the work of
the project

PROJECT MANAGER

-has overall responsibility for the successful initiation, planning,


design, execution, monitoring, controlling and closure of the project

-leads the project team to meet the project’s objectives and


stakeholder’s expectations

ANORMA

You might also like