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MindMap Gallery Project set management performance field

Project set management performance field

This is a mind map about the performance field of project set management. The main contents include: the difference between project sets and projects, the difference between project portfolios and project sets, the connection between organizational strategy, project and portfolio management and project set management, project sets Interaction in the field of management performance, definition of the field of project set management performance.

Edited at 2025-02-06 11:47:21

Gavinnblake

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Project set management performance field

Gavinnblake

Recent works View more works>>

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Outline

Project set benefit management
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Project set strategic consistency
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Project Set Management Overview (PgMP Introduction)
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Project set management performance field

Definition of the field of performance of project set management

The field of performance of project set management is a complementary group of activities or functions related to the areas that specifically describe and distinguish activities in a performance field within the entire scope of project set management work.

Five areas

Project Set Strategic Consistency: Identify project set outputs and results to be aligned with the organization's goals and purposes

Project Set Performance Management: Define, create, maximize and deliver the performance provided by project sets

Project Set Stakeholder Participation: Identify and analyze the needs of stakeholders, manage expectations and communication to promote stakeholder support

Project set governance: Promote and implement project set decisions, develop practices to support project sets, and maintain project set supervision

Project Set Lifecycle Management: To promote effective project set definition, project set delivery, and project set closing to manage required project set activities

Interaction in the field of project set management performance

Five performance areas interact with each other

The degree and time of interaction depend on the project set and its components

Similar project sets, the interactions between performance fields are also similar.

Links between organizational strategy, project and portfolio management and project set management

In the process of organizational strategic planning

Find the starting point for the project set

All investments of the organization are evaluated, prioritized, and consistent with the organization's operational strategy

As business environment or organizational strategy changes

Organizations continue to evaluate the project team review

Strengthen project portfolio components that meet expected benefits and organizational goals

Stop plans that are inconsistent with organizational goals

During the project team review process

Propose and analyze new programs that may contribute to the overall progress and success of the organization and serve as a starting point for new projects, components and project sets of projects

Review of business arguments

The difference between project portfolio and project set

Relevance

In a project set, all work is interdependent and achieving all expected benefits depends on the delivery of all components within the project set.

In a portfolio, plans can be independent of each other and may not be related in any way. To facilitate supervision and control, organizations can group and manage them

time

The project set is temporary, with clearly defined starting and ending points

The portfolio is not limited to end on a specific date (can be reviewed regularly for decision-making), the organization's strategic plan and business cycle determine the beginning or end of a specific investment, and may also be changed by the organization as the business environment changes or termination

The difference between project sets and projects

Uncertainty

The uncertainty is very high at the beginning of the project set because there is no complete scope, budget or schedule

For example, the DNA-BLA phase project of a new drug has only a certain IND phase plan and scope at the beginning, but it is uncertain how to do subsequent clinical trials, which country to do, and which indication to go to market. It contains multiple sub-projects, which need to be gradually detailed as the project progresses and strategies are adjusted.

The uncertainty of a single project is relatively low because of the fixed restrictions of the project. It will become more certain to be delivered on time, on budget and in accordance with specifications.

For example, an IND project, the scope, schedule, budget and delivery are all formulated from the beginning

Management changes

Common points

There should be reasonable reasons for project sets and changes to projects, demonstrating that the proposed changes will lead to more than potential disadvantages

All changes should be handled properly

Differences

There are two types of change in the project set

Internal changes: changes within the project set

External changes: Organizations need to be adjusted so that they can leverage project sets to generate benefits

Project sets and project changes require different methods

The project needs to deal with changes in scope, time, cost and quality

The project set has the ability to change the orientation of each component, cancel or start a component

Changes have different impacts

Impact on delivery

Changes within the project will impact already defined deliverables at a tactical level

Changes within the project set will impact the delivery of expected benefits at a strategic level

Impact on other parts

Project changes are usually partial and only involve tactical levels.

Changes to any component component in the project set may affect the delivery of other components, so it is necessary to make changes to the relevant components.

Focus on project set change management

Need to have strategic insight and understanding of project set goals and expected benefits

Complexity

Project Set Complexity

Governance complexity: Support from sponsors to project sets, as well as support from relevant component sponsors, management agencies, number of organizations involved, and project set decision-making process

Complexity of the parties

The difference in needs and influence from the stakeholders, which may be a burden on the project set, or may conflict with the benefits of the project set

It is also reflected in the diversification of the project team itself and the project team

It is also related to the number of interested parties interested in the project set

Defining complexity

Project sets will bring about changes, and the complexity of definitions focuses on agreements reached by relevant parties for future status

Project set managers should focus on benefit management and potential conflicts of interest from relevant parties

Complexity of benefits delivery

Pay attention to efficiency management

Interdependence complexity

Interdependences between components and other business entities should be clearly defined

Resource Complexity

Whether resources such as capacity and potential, sufficient funds, appropriate supply and materials can meet the demand level of the project set, these resource problems increase the complexity of the project set and need to be solved in the project set.

Scope complexity

Deliverables and benefits from difficult to clearly define project sets and their components

Change complexity

Impacts from different levels may trigger change in the organization

Risk complexity

From a high degree of uncertainty

Project Complexity

The project is complex because of its uniqueness, as well as the mindset, actions and knowledge required to solve problems or complete tasks. This degree-specific creates uncertainty about time, cost estimates, and specifications required to deliver expected project outputs and results.

Organizational complexity: Focus on the depth of the organizational structure and the number of organizational units

Dynamic Complexity: Focus on the behavior of a project and how it changes over time