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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 ChangePrograms 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: •HSKnowledge 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 DefencePetrochem
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 tocreate 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 relatedprojects managed in a coordinated way. Programs usually include an element of ongoing work
(PMBOK®Guide)
?
A portfolio of projects that
– Share common business objectives – Share the same resources – Benefit from a consolidated approach
• a series of projects for the same client
– Are directed to one specific objective or outcome
• a single large or very complex project
– Is selected andplanned in a coordinated way to achieve a set of defined objectives, giving effect to various (and often overlapping) initiatives and/or implementing a strategy
?
A set of otherwise unrelated projects bounded by a business cycle
Refer Wideman Comparative Glossary of PM Terms V3.0, www.maxwideman.com and www.maxwideman.com The Programme Management Website www.e -programme.com/
© LynnCrawford 2002
Portfolios
? Portfolio
– A group of projects or other items that are being worked on at the same time
? Portfolio
Management
– The management of a number of projects that do not share a common objective .
• eg the responsibility of an operations manager of a company managing several different projects for different clients
Refer Wideman Comparative Glossary of PM TermsV3.0, www.maxwideman.com www.maxwideman.com
© Lynn Crawford 2002
Project Portfolio Management
?A
process of ensuring that projects (initiatives) and resources
– are aligned with corporate strategy – provide most value for least risk for invested resources
© Lynn Crawford 2002
Corporate Strategy
Portfolios
Mobile
Data & Business
Consumer & Multimedia
CorePortfolios Programs
MNP
A-services
iDTV
Info. Management E-office Middleware/ Systems Integration IP Data Centres Workforce Management
3G WAP & GPRS Programs mcommerce mobile internet
Marketsite
CSG
Call Centre Operations Improvement s
TAS Number portability Web based billing
Projects
Project A
Project B
Project C
Project D
Projects
Projects, Programs,...
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 ChangePrograms 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: •HSKnowledge 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 DefencePetrochem
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 tocreate 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 relatedprojects managed in a coordinated way. Programs usually include an element of ongoing work
(PMBOK®Guide)
?
A portfolio of projects that
– Share common business objectives – Share the same resources – Benefit from a consolidated approach
• a series of projects for the same client
– Are directed to one specific objective or outcome
• a single large or very complex project
– Is selected andplanned in a coordinated way to achieve a set of defined objectives, giving effect to various (and often overlapping) initiatives and/or implementing a strategy
?
A set of otherwise unrelated projects bounded by a business cycle
Refer Wideman Comparative Glossary of PM Terms V3.0, www.maxwideman.com and www.maxwideman.com The Programme Management Website www.e -programme.com/
© LynnCrawford 2002
Portfolios
? Portfolio
– A group of projects or other items that are being worked on at the same time
? Portfolio
Management
– The management of a number of projects that do not share a common objective .
• eg the responsibility of an operations manager of a company managing several different projects for different clients
Refer Wideman Comparative Glossary of PM TermsV3.0, www.maxwideman.com www.maxwideman.com
© Lynn Crawford 2002
Project Portfolio Management
?A
process of ensuring that projects (initiatives) and resources
– are aligned with corporate strategy – provide most value for least risk for invested resources
© Lynn Crawford 2002
Corporate Strategy
Portfolios
Mobile
Data & Business
Consumer & Multimedia
CorePortfolios Programs
MNP
A-services
iDTV
Info. Management E-office Middleware/ Systems Integration IP Data Centres Workforce Management
3G WAP & GPRS Programs mcommerce mobile internet
Marketsite
CSG
Call Centre Operations Improvement s
TAS Number portability Web based billing
Projects
Project A
Project B
Project C
Project D
Projects
Projects, Programs,...
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