Comparative Advantage

Ch.1

Project-temporary

time cost and scope

Program- group of related projects- classes

x individually

Portfolio- projects x related - strategic objectives -> org strategyc plan

soft benefits: risk avoidance, productivity, brand recognition

hard benefits: cost, savings

Supportive- consulting- low

Controlling- highDirective-high

Why PMO fails?

Lack of strong leadership or executive sponsorship

undefined coal

culture misfit

Project- start and end result (develop a software)

Operation- ongoing service (cutting grass)

PM- lead, plan, schedule, coordinating, working

Ch.2

Organizational Structure

- Functional Org

- Matrix - weak, balance, strong

- Projected

- Functional Org

Chief Executive

Functional Manager

Staff

Staff

Functional Manager

Staff

Staff

Functional Manager

Staff

Staff

Project Manager

Staff

Staff

Project Manager

Staff

Staff

PM little nor authority

- Projectized

Chief Executive

Project Manager

Staff

Staff

-Organizational Structure

Mixed- Matrix - weak, balance, strong

CIO

Business Aligned Services- Vertical

Private Equity

GMS

Fund Management

Portfolio Management

Shared services- horizontal

Solutions

Investor Services

AlpInvest

Legal Tax

Data/ Integration Services

Infrastructure

Global Operations

Enterprise Security

Top Management Commitment

Governance- Deliverable acceptance criteria

Relationship

Phase reviews

Review and approval for changes to budget, scope

Project Teams- PM Project Staff Vendors Customer

dedicated- full time

part-time

Project LifecycleWaterfall/ Gantt- sequential- vendor projects- IT infrastructure

Agile/Scrum-iterative, modular - development projects - backlog(things need to be done-sprint backlog)

Kanban/Fixed Capacity- enhancements-prioritized list

Initiating : authorization/ stakeholders

Planning: define and redefine the objectives- output: scope time cost quality communication hr procurements

-Project management plan (Communication...