1. Introduction

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1. Introduction by Mind Map: 1. Introduction

1. Portfolio

1.1. Projects, programs, subportfolios & operations as group to reach strategic objectives

1.1.1. May not be interdependent or related

1.2. Portfolio Management

1.2.1. Aligns with organizational strategies, selects right programs or projects, prioritizing work & providing resources while achieving strategic objectives

1.2.2. Goal: Maximize value of portfolio with examinations of components

2. Project

2.1. Temporary endeavour to create a unique product, service or result

2.2. Definite beginning and end (objectives (can't be) met, project need disappeared, client wants to end)

2.3. Not necessarily short-term

2.4. Lasting outcome <improvements>

2.5. Social, economic or environmental impact

2.6. (in)tangible results <products, enhancements or components> <service or capability to perform>

2.7. 1 or > individuals

2.8. Identify requirements

2.9. Address needs, concerns & expectations

2.10. Set up, maintain & carry out communications

2.11. Balancing competing project constraints

2.11.1. Scope, quality, schedule, budget, resources, risks

2.12. May be or not part of a program

2.12.1. If part of a program, common outcome or collective capability

2.12.2. If part of a portfolio, shared client, seller, tech or resource

2.13. Means of (ind)directly achieving objectives within and organization's strategic plan

2.14. Authorized as a result of:

2.14.1. Market demand

2.14.2. Strategic opportunity/business need

2.14.3. Social need

2.14.4. Environmental consideration

2.14.5. Customer request

2.14.6. Tech advance

2.14.7. Legal

2.15. Intersect with operations

2.15.1. At closeout phases

2.15.2. Developing new product

2.15.3. Improving operations

2.15.4. End of product life cycle

3. Project Management

3.1. Application of knowledge, skills tools and techniques to project activities to meet project requirements

3.2. Accomplished through 47 logically grouped project management processes

3.2.1. 1. Initiating

3.2.2. 2. Planning

3.2.3. 3. Executing

3.2.4. 4. Monitoring & Control

3.2.5. 5. Closing

3.3. Develops & implements plans to achieve specific scope driven by program/portfolio objectives

3.4. Subject to organizational strategies

4. OPM

4.1. Organizational Project Management

4.2. Strategy execution framework using project, program & portfolio mngmnt & organizational practices for better performance, results & competitive advantage

4.3. Advances organizational capability

4.4. Links project, program & portfolio management principles & practices with organizational enablers (structural, cultural, tech & HR practices) to support strategic goals

5. Program

5.1. Program Management

5.1.1. Harmonizes projects, components & controls interdependencies

5.1.2. Application of knowledge, skills, tools & techniques to meet requirements

5.2. Related projects, subprograms & program activities managed in a coordinated way

5.3. Obtain benefits that can't be gotten if handled individually

5.4. May include "outside of scope" elements

5.5. Will ALWAYS have projects

6. PMO

6.1. Project Management Office

6.2. Mngmnt structure that standardizes project-related governance processes

6.3. Facilitates sharing resources, methodology, tools & techniques

6.4. Provide PM support or direct mngmnt

6.4.1. Manage shared resources

6.4.2. Identify PM methodology & standards

6.4.3. Coach & mentor

6.4.4. Develop policies, procedures

6.4.5. Coordinate communication

6.5. Structures

6.5.1. Supportive

6.5.1.1. Project Repository

6.5.1.2. Consultative role

6.5.1.3. Supply templates

6.5.1.4. Best Practices

6.5.1.5. Training

6.5.1.6. Access to info

6.5.1.7. Lessons learnt

6.5.1.8. LOW control

6.5.2. Controlling

6.5.2.1. Support

6.5.2.2. Requires compliance

6.5.2.2.1. Adopt frameworks or methodologies

6.5.2.3. Use templates

6.5.2.4. Conformance to governance

6.5.2.5. MODERATE control

6.5.3. Directive

6.5.3.1. Take control of projects

6.5.3.2. Direct mngmnt

6.5.3.3. HIGH control

6.6. Integrates data and info

6.7. Liaison between portfolios and measurement systems

6.8. e.g. balance scorecard

6.9. Integral stakeholder

7. PM VS PMO

7.1. PM

7.1.1. Specified project objectives

7.1.2. Project level

7.2. PMO

7.2.1. Major program scope changes (opportunities)

7.2.2. Enterprise level

8. Operations Management

8.1. Oversee, direct, control business operations

8.2. Outside formal PM

8.3. Use optimum resources

8.4. Transform input into output

9. PBO's

9.1. Project Based Organizations

9.1.1. Organizational forms

9.1.2. Create temporary systems to work

9.1.3. Created by diff. organizations

9.1.4. (-) Hierarchy & bureaucracy

9.1.5. No functional approach

10. Business Value

10.1. Entire value of business

10.2. Sum of (in)tangible elements

10.2.1. $ assets

10.2.2. Equity

10.2.3. Brand recognition

10.2.4. Good will

10.3. Created through effective mngmnt

10.4. Comprehensive strategy and planning

10.4.1. Mission & vision

11. PM

11.1. Project Manager

11.1.1. Lead team responsible for achieving project objectives

11.1.2. Link between strategy & team

11.1.3. Satisfies needs from:

11.1.3.1. Task

11.1.3.2. Team

11.1.3.3. Individual

11.1.4. Skills

11.1.4.1. Knowledge

11.1.4.2. Performance

11.1.4.3. Personal

11.1.4.4. Ethical, interpersonal & conceptual

11.1.4.5. Leadership

11.1.4.6. Teambuilding

11.1.4.7. Motivation

11.1.4.8. Communication

11.1.4.9. Influencing

11.1.4.10. Decision making

11.1.4.11. Negotiation

11.1.4.12. Trust building

11.1.4.13. Conflict mngmnt

11.1.4.14. Coaching

12. OPM3

12.1. Organizational Project Mngmnt Maturity Model

12.2. Examines enterprise's project mngmnt process capabilities

13. Good Practices

13.1. General agreeement that the application of knowledge, skills, tools & techniques can enhance chances of success

13.2. No golden rules