Project set management principles: the correct and important principle for the effective implementation of project set management

Recognized: a general consensus among people

Good Practice: Using these principles, knowledge and practices can improve project set management and increase the likelihood of project set success, and the success of project sets is measured by the degree and effectiveness of benefits delivered and realized. Good practice does not mean that this standard applies to all project sets and the Office of Project Set Management shall determine which content applies based on the unique or specific requirements of the project set and its sponsoring organization.

Project Portfolio Manager: The project portfolio he is responsible for includes a project set or its components

Project Manager: The project he is responsible for is part of the project set

Project Group Initiator and other Project Group Steering Committee members, which can also become Project Group Portfolio Governance Committee

Project set or project management office

Members of the project group working on project sets or other sub-project sets

Project set beneficiaries

Other parties involved that may affect the project set: such as organization executives, business partners, customers, suppliers, sellers, leaders or political groups

Definition: Project sets are interrelated and coordinated management of projects, sub-projects and project set activities in order to obtain benefits that cannot be obtained by separate management.

Benefits: Ensure that the strategy and work plan of the project set components are adjusted accordingly based on the results of each component, or make corresponding changes in the direction or strategy of the initiating organization, thereby enhancing the delivery of benefits.

Purpose: Deliver benefits to the sponsor or sponsor organization

The project set benefit delivery strategy may require optimization and adjustment because the results of each component of the project set are achieved separately.

The best mechanism for project set benefit delivery may be vague at the beginning of the period and are not sure

The deliverables of each component of the project set contribute to the delivery of the expected benefits of the project set, and if necessary, the strategy of the project set and its components needs to be refined.

The project set may need to adapt to the results and outputs of its components and modify its strategy or plan. Therefore, the components of the project set may need to be achieved in an iterative, non-timed manner.

Benefit dimension

Delivery Dimension

From 0 to 1: Before the work of the project set and its component projects begins, the project set solicits new purposes, goals, or strategies, which are usually initiated to support new strategic purposes and goals. These project sets are usually supported from the start by project set management activities.

From 1 to 2: When an organization recognizes that its ongoing projects, project sets and other work are linked through the shared outcomes, capabilities, goals or benefits it pursues, it may also form project sets.

Project portfolio refers to a group of projects, project sets, sub-project portfolios and operations that are managed together to achieve strategic goals.

Project sets implement coordinated management of interrelated projects, sub-project sets and project set activities to obtain benefits that cannot be obtained by separate management.

Whether it is managed independently or as part of the project set, it is temporary.

Project set strategic consistency

Project set benefit management

Participation of relevant parties in the project set

Project Set Management

Project set life cycle management

Define how outputs and outcomes of project set components are the contributions made to project sets deliver their expected benefits and support organizational strategies

Oversee the effectiveness of project set components to ensure they are strategically aligned with the organization's goals

Ensure that the output and results of project set components are effectively communicated and considered so that project sets can be effectively optimized and achieved their expected benefits and provide value

Lead and coordinate project set activities that span all project set components, work or stages

Communicate with and report to the parties involved to provide an integrated perspective on all activities ongoing within the project set

Proactively evaluate and impact risks across multiple components of the project set

Consistent project set work with organizational strategy and project set business argumentation

Solve scope, cost, progress, resources, quality and risk issues in a shared governance structure

Cut project sets to manage activities, processes and interfaces to effectively resolve cultural, socio-economic, political and environmental differences between project sets

Portfolio Management: refers to the centralized management of one or more project portfolios in order to achieve strategic goals. Focus on establishing and using good practices when selecting project collection projects for sponsors, prioritizing goals and work, and ensuring that they have access to the appropriate resources

Project set management: refers to applying knowledge, skills and principles in the project to achieve project set goals and obtain benefits and controls that cannot be achieved by managing project set components separately. Focus on the coordination and effective delivery of benefits generated by a set of projects and other outcome-related projects

Project management: Apply knowledge, skills, tools and techniques to project activities to meet project requirements. Focus on determining the time, cost and specifications to achieve effective delivery of the output and results required by the organization

The portfolio manager ensures that the project sets and projects are selected, sorted and staffed according to the organization's strategic plan to achieve the expected organizational value

Project Set Managers focus on achieving organizational benefits delivery consistent with organizational strategic plans by coordinating projects, subproject sets and other supportive efforts

Project managers focus on the specific output and achievement of the organization's requirements

A complementary relationship

Organizational strategy and priority portfolio management components that provide a basis for defined, upcoming project sets, support project set strategies that deliver organizational benefits, allocate resources required for project sets

Project set strategy defines the specific methods to maximize organizational benefits and define the required organizational resources

Organization strategic plans to obtain support and delivery with appropriate sorting and resource allocation project sets

Complement each other

Focus at different stages

Cooperation in risk management

The project set manager also ensures that the project set can identify and take advantage of new opportunities gained in the project set components

The interaction between project sets and project management functions is often iterative and periodic

The tangible business elements include: monetary assets, production facilities, fixed assets, stocks, tools, market share and public facilities.

Intangible business elements include: goodwill, brand awareness, public benefits, trademarks, compliance, surplus, strategic alliances and capabilities

Communication and integration

other

The needs that project managers need to meet

Ability required

Specific abilities