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Mejores Practicas en Gestion de Proyectos, Programas y Portfoliois. Best Management Practices in Project Management (in Spanish).TRANSCRIPT
F O C U S Q U A L I T Y E X P E R I E N C E
Necesidad
de cambio
Proyecto
Proyecto
Aplicativo
Mejor gestión de
los almacenes
Menor
inmovilizado
Mayor liquidez
Necesidad
de cambio
Necesidad de
cambio
resuelta
¿Se utiliza?
¿Se gestiona mejor?
¿Disminuye el inmovilizado?
¿Tenemos mayor liquidez?
¿Alguien se
preocupa del
beneficio final
esperado?
¿Necesidad de-
cambio
resuelta?
Necesidad
de cambio
Proyecto
Programa
Necesidad
de cambio
Disminución del
inmovilizado
Programa
Formación equipo
de ventas Nuevo director
de almacén
Eliminación
productos no
rentables
Menor tiempo de
facturación
Reorganización
de personal
Existencia de un programa
Programa dirigido por la Visión
Programa emergente
Programa de cumplimiento
• De la Alta Dirección
• Top-down
• Oportunidades estratégicas o de innovación
• Se debe hacer
• Resultado de evento externo
• Cumplimiento y evitar impactos negativos
• Se desarrollan a partir de proyectos concurrentes y no coordinados en los que es necesario coordinar la obtención de los beneficios
Necesidad
de cambio
Proyecto
Programa
Portafolio
Necesidad
de cambio
Proyecto
Programa
Portafolio
P3O
Necesidad
de cambio
Proyecto
Programa
Portafolio
P3O
Gestión del
Riesgo
Necesidad
de cambio
Proyecto
Programa
Portafolio
P3O
Gestión del
Riesgo
Gestión del
Cambio
BU
SIN
ES
S
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Figure 4.2 Layering of programme organization, control and reporting
Sponsoring group
Programme board
Project board Project board
© Crown Copyright 2011. Reproduced under Licence from OGC.
Purpose: Used to describe the required
outcomes from the programme based on
strategic or policy objectives
Main contents (see Appendix A4)
Created in: n/a
Implemented/reviewed in: Identifying a Programme
Baseline: Boundary
Approver/Producer/Reviewer: SG/not applicable/not applicable
Notes: Can sometimes be called strategic or
embryonic business case
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Purpose: Used to assess whether the
programme is viable and achievable
Main contents (see Appendix A4):
Created in: Identifying a Programme
Implemented/reviewed in: n/a
Baseline: Boundary
Approver/Producer/Reviewer: SG/SRO/Not applicable
Notes: Will evolve into a number of other documents
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Purpose: Description of the management
roles, responsibilities and
reporting lines in the programme
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Managing the tranches (tranche
start)/Managing the tranches (tranche end)
Baseline: Governance
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes:
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Purpose: Used to communicate the end goal of the programme. Could be seen as providing an external artist’s impression of the desired future state Main contents (see Appendix A4): Created in: Initially created as part of Programme Brief; formally created in Defining a Programme Implemented/reviewed in: n/a Baseline: Boundary Approver/Producer/Reviewer: SG/SRO/BCM Notes: Sufficiently flexible to remain relevant over the life of the programme. Terminology used should be suited to all stakeholders and the context of the programme
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Purpose: A document that is used to
consolidate or summarize the information
that was used to define the programme
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Reviewed in managing the tranches
(tranche end)
Baseline: Boundary
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes: Single document more appropriate for smaller
programmes as a single point of
reference
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Purpose: Used to maintain the programme’s
focus on delivering the required
transformation and business change
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Managing the tranches (tranche
start)/Managing the tranches (tranche end)
Baseline: Boundary
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes: May take different forms including prototypes
and workshops. May also include
current state and intermediate states
aligned with tranches
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Purpose: Used to validate the initiation of the
programme and the ongoing viability of
the programme
Main contents (see Appendix A4):
Created in: Initially created as part of Programme Brief;
formally created as part of Defining a
Programme
Implemented/reviewed in: Managing the tranches (tranche end)
Baseline: Boundary
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes:
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Purpose: Sets out the timetable and
arrangements for implementing and managing
the Stakeholder Engagement Strategy
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Managing the tranches (tranche
start)/Managing the tranches (tranche end) plus
Delivering the Capability and Realizing the
Benefits
Baseline: Management
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes:
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Purpose: Defines the programme approach to
risk management
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Managing the tranches (tranche
start)/Managing the Tranches (tranche end)
Baseline: Governance
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes: Can be combined with issue management
strategy Derived from the organization's risk
management policy and risk management process
guidance Takes into account the
organization's risk appetite in terms of
tolerance thresholds
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Purpose: Used to define and establish the
activities for managing quality across the
programme
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Managing the tranches (tranche
start)/Managing the tranches (tranche end)
Baseline: Governance
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes: May be referred to as assurance management
strategy
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Purpose: Sets out the timetable and
arrangements for carrying out the quality and
assurance strategy
Main contents (see Appendix A4):
Created in: Defining a Programme
Implemented/reviewed in: Managing the tranches (tranche
start)/Managing the tranches (tranche end)
Baseline: Management
Approver/Producer/Reviewer: SRO/PgM/BCM
Notes: May be incorporated as part of the
overarching programme plan
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Purpose: Illustrates the sequential relationship between benefits Main contents (see Appendix A4): Created in: Initially as part of the programme brief; formally in Defining a Programme Implemented/reviewed in: Managing the tranches (tranche start)/Managing the tranches (tranche end) Baseline: Boundary Approver/Producer/Reviewer: SRO/BCM/PgM Notes: Can be adapted to be included in the benefits realization plan
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Purpose: Defines the approach to realizing benefits and the framework within which benefits realization will be achieved Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: Managing the tranches (tranche start)/Managing the tranches (tranche end) Baseline: Governance Approver/Producer/Reviewer: SRO/PgM/BCM Notes:
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Purpose: Used to define each benefit (and dis-benefit) and provide a detailed understanding of what will be involved and how the benefit will be realized Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: Realizing the Benefits/Managing the Tranches (tranche end) Baseline: Boundary Approver/Producer/Reviewer: SRO/BCM/PgM Notes: Can use a summary document for easier tracking called a benefits register
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Purpose: Used to track the realization of benefits across the programme and set review controls Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: End of Tranche, Closure Baseline: Management Approver/Producer/Reviewer: SRO/PgM/BCM Notes:
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63
© Crown Copyright 2011 Reproduced with permission from OGC
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© Crown Copyright 2011 Reproduced with permission from OGC
Do the
right
things
Do things
right
66
Entender
Categorizar Planificar
Priorizar Equilibrar
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69 © Crown Copyright 2011 Reproduced with permission from OGC
71 © Maven Training 2011
© Crown Copyright 2009. Reproduced under Licence from OGC.
© Maven Training 2010
Una causa de riesgo
Un evento de riesgo
Un objetivo
Puede provocar
que puede afectar
73
Capacidad
Apetito
Tolerancia
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74
© Crown Copyright 2010. Reproduced under licence from OGC.
© Maven Training 2011
77 © Maven Training 2011
F O C U S Q U A L I T Y E X P E R I E N C E