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    Project Management

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    ngoveninhlalala02
    How to craft a project management portfolio

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    Project Management

    Uploaded by

    ngoveninhlalala02
    9 views11 pages
    How to craft a project management portfolio

    Original Title

    Project management

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    © © All Rights Reserved

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    How to craft a project management portfolio

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    9 views11 pages

    Project Management

    Uploaded by

    ngoveninhlalala02
    How to craft a project management portfolio

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    You are on page 1of 11

    PROJECT MANAGEMENT

    PORTFOLIO
    by NA Ngobeni 22221094
    WHAT IS A PROJECT
    MANAGEMENT
    PORTFOLIO?

    A Project Management Portfolio (PPM) is the centralized


    management of one or more projects that are evaluated and
    executed to support the strategic goals and objectives of the
    organization.
    HOW TO CRAFT A PORTFOLIO IN 5 STEPS (DDAPM)

    D- DESTINATION

    D- DIRECTION

    A- ALIGNMENT

    P- PRIORITIZATION

    M- MANAGEMENT
    DESTINATION- Project Overview

    Briefly introduce the project, including its goals, objectives and scope.
     Know where your portfolio is headed to.
     You can determine the destination of your project portfolio by a vision and mission statement
    documents.
    Provide an overview of the project timeline, milestone and deliverables.
    DIRECTION- Project
    Planning

     Determine the direction in which the organization need to


    travel in order to get to its destination.
     What changes will it need to make it meet its processes,
    capabilities, staff geography, products, culture, logistics etc.
     Each change will lead to one or more programs and projects.
     Develop a Project Management Plan (PMP) that outlines
    how you would execute, monitor and control the project.
    ALIGNMENT

    CREATE AN OUTLINE FOR THE MAKE SURE THEY ARE ALL MAKE SURE THEY DON’T OVERLAP
    PROJECTS AND PROGRAMS. ALIGNED TO THE SAME OR CONFLICT WITH ONE
    STRATEGIC PLAN. ANOTHER.
    PRIORITIZATION- Risk &
    Quality Management

     Prioritize your basket of projects and programs.


     The important assessments will give you an indication of
    which projects and programs will definitely do, which one you
    are very likely to backbone and never return to.
     Prioritization should look at urgency and sequency.
     Urgency: Determine which projects and programs you will do
    first, which ones will follow, and which one needs to be late.
     Sequency: Some projects and programs need things to
    happen to enable them, and those enabler projects need to
    happen first.
    • Some projects are tactical, meaning
    that we need them in the short term to
    fix short-term problems.
    • And some of them are about spreading
    risks by giving us strategic flexibility in
    the future.
    MANAGEMENT- Execution, Monitoring and Control

    Once you have all your projects and programs, the next thing is to start
    Start
    scheduling them in the future.

    Schedule them into blocks with a procession of no more than a quarter 3


    Schedule
    months maybe even 6 months or a year level of procession.

    Allocate key personnel to the projects and programs so that they can take them
    Allocate
    forward.

    Have Have a project sponsor and project programs manager.


    • Once you have these two things, your projects start to
    create a life of their own.
    • Sponsor and manager help to move them forward in a
    planned way.
    CONCLUSION

    In conclusion, project management is a critical component


    of organizational success in today’s fast-paced and rapidly
    changing business environment. Effective project
    management enables organizations to deliver projects on
    time, within budget and to the required quality standards.

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