在早期, I was conditioned to learn project management in its most simplistic form; to ensure delivery of a project(s) on-time, 在预算之内, and within quality levels satisfactory of its stakeholders and sponsors. 在那个时候, I had an epiphany; if I could effectively check-mark these three boxes time and time again, I will have excelled in my role as the almighty Project Manager and add inevitable value to my organization.
你瞧, 通过重复, 成功和错误, as well as my good friends at the 项目管理 Institute (PMI), 我的假设被证明是正确的. At the time, I was checking the boxes and reaping the reward as a Project Manager. Yet, not every Project Manager saw the same success. Was I that much better at 管理 projects than my peers? Or was something in the system hindering them from realizing success?
的 Ecosystem of Project and Portfolio Management
Not until I moved into consulting (and began holistically working with organizations of all shapes and sizes), did I conclude the approach of 管理 projects was not as singularly focused as I once thought. Rather, there is a much more complex “ecosystem” in which project managers operate. This ecosystem is the key to truly effective project management, and truly effective project management is a key input to the ecosystem. Although many organizations are beginning to understand this concept, those same organizations are struggling to materialize its value.
Project and Portfolio Management (PPM) is the foundation of the project management ecosystem. 根据PMI社区的说法, “Project Portfolio Management is the centralized management of one or more portfolios, 和需要确定, 优先级, 授权, 管理, 和控制项目, 项目, 以及其他相关工作, to achieve specific strategic business objectives.“从概念上讲，PPM并不是一个新概念. 它已经存在很多年了, but has especially blossomed alongside shared service centers like the Program Management Office and the recent trends of 转换 IT organizations from cost centers to value centers.
At TSI, I’ve helped organizations understand its current state of PPM capabilities and
发展使用推荐一个买足球彩票的的 PPM成熟度等级. Beginning at the Level 1 “婴儿期” 阶段 (or whichever 阶段 an organization currently sits), 的目标e is to evolve the organization’s PPM capabilities to a Level 4 优化 阶段 and beyond.
第一级-婴儿期: 推荐一个买球app内的 婴儿期 阶段 tend to manage projects in a reactive manner, singularly focusing on the execution of individual projects. 的 organization often scrambles to stay on top of daily demands. Work is 捕获d on a project by project basis with little to no transparency of synergies and risks between projects. Project financials and risk is not monitored closely.
二级-新兴学科: 的 新兴学科 阶段 replaces project by project decision making with identification of the best collection of projects. Organizations at this 阶段 are successfully prioritize and align projects with strategic initiatives.
Level 3 – 最初的集成/值管理: 在 最初的集成/值管理 阶段, 推荐一个买球app机构正在引入技术, models and tools to quantify the value derived from projects. This allows organizations to identify projects within the pipeline that provide the most “bang for your buck”. Proactive, standardized PPM enables value driven decision making.
四级-优化: 一旦 优化 阶段 is reached, the focus of an organization moves to maturing the PPM capabilities. This involves a focus on optimizing process, 分析, quantitative metrics and improving value creation.
第5级-创新: 在PPM成熟度的最高阶段， 创新, PPM has full buy-in from executive leadership. It is now a core competency of the organization that utilizes best practices and processes. 的 organization is now focusing its attention innovation and continuous improvement.
Is your organization looking to take the next step in Project and Portfolio Management? Do you have questions on where to get started? If you’d like to brainstorm with one of TSI’s consultants, or have any questions on how we help organizations similar to yours, 请随时联系我 dfeely@转换.com. 你亦可浏览推荐一个买足球彩票的的网站，网址是 转换.com 的更多信息.