Pmp-gerenciamento de projetos

Portfolios, Programs and Projects:
A Soft Systems Approach to Management of Organizational Change
Dr Lynn Crawford University of Technology, Sydney and Human Systems Global Knowledge Networks

Outline
Context Context Definitions Definitions Applying PM to Organizational Change Applying PM to Organizational Change Projects vs Organizational Change Programs Projects vs Organizational Change Programs Hard and Soft Systems Approaches Hard and Soft Systems Approaches Organizational Change Case Study Organizational Change Case Study Conclusions Conclusions

©

Lynn Crawford 2002

© Lynn Crawford 2002

Human Systems Global Knowledge Networks

PM Communities of Practice
Sharing and creating knowledge Improving individual & corporate performance Advancing PM practice: •HS Knowledge Networks •Reflective Practitioners •PM Profession & global PM standards

UTS / ARC PM Competence & Soft Systems Research

PM Competence of Organisations

PM Competence of People

Different levels of PM Maturity. . .
Projectization
5.0

Matrix

4.5 4.0 3.5 3.0 2.5 2.0

Leadership

PM Capability

1.5 1.0 0.5 0.0

Business
Pharmaceuticals EPCM Financial Services Defence Petrochem

Team types

Multi-projects

Information Authorization

Systems

© Lynn Crawford 2002

Definitions
Projects Projects Programs Programs Portfolios Portfolios Portfolios of Programs of Projects Portfolios of Programs of Projects Organisational Change Organisational Change

©

Lynn Crawford 2002

© Lynn Crawford 2002

Projects
? A temporary endeavour undertaken to

create a unique product or service
(PMBOK®Guide)

? A unique, novel and transient

endeavour undertaken to achieve novel objectives and involving considerable risk and uncertainty
(Turner, Gower Handbook of PM, 2000)
Refer Wideman Comparative Glossary of PM Terms V3.0, www.maxwideman.com www.maxwideman.com

© Lynn Crawford 2002

Programs: Many definitions…
?

A group of related