Comment pouvez-vous gérer plusieurs plans de projet dans un programme ou un portefeuille?

Effectively manage multiple project plans in a program with these strategies: Strategic Alignment: Ensure projects align with program objectives. Prioritize Wisely: Rank projects based on importance. Manage Dependencies: Monitor and resolve interdependencies. Resource Efficiency: Allocate resources judiciously. Central Hub: Use a central repository for all plans. Utilize Software: Leverage project and portfolio management tools. Transparent Communication: Foster clear communication. Proactive Risk Management: Identify and mitigate risks early. Standardized Processes: Implement consistent project management processes. Regular Reviews: Assess project progress periodically. Engage Stakeholders: Keep stakeholders informed and involved.

The WBS in the context of the smart city infrastructure program is a powerful tool for scope definition. By categorizing the program into various projects and breaking down those projects into manageable components, the WBS offers a clear and comprehensive view of the scope. It allows program managers and stakeholders to understand the intricacies of what building a smart city entails, from urban transportation enhancements and energy/utilities projects to public safety measures and information technology initiatives. This hierarchical decomposition ensures that no aspect of the program is overlooked or left ambiguous, making it easier to establish specific project boundaries, allocate resources, and create detailed project plans.

One should always categorize prioritize projects phases and put it in different zone. 1) High priority-High impact. 2) High priority-Low impact. 3) Low priority-High impact. 4) Low priority-Low impact. Depend on the phase in which project is one can spend hours. This phase can keep on changing throughout the project life based on Client/Management requirements.

I have managed many M&A integrations. Scope is always a challenge, I’ve used a program level steering committee to recommend scope and approach. The executive steering committee ratified the scope and approach. The exciting part is transforming a business with people, process and technology excellence!

The first step to manage multiple project plans is to define the scope of the program or portfolio that they belong to. A program is a group of related projects that are managed together to achieve a common benefit or outcome. A portfolio is a collection of projects, programs, and other work that are aligned with the strategic objectives and priorities of an organization. The scope of the program or portfolio should include the vision, goals, objectives, benefits, risks, assumptions, constraints, and governance of the program or portfolio. The scope should also clarify the roles and responsibilities of the program or portfolio manager, sponsor, steering committee, and other key stakeholders.

Aligning individual project plans with the overarching program or portfolio scope is crucial for ensuring synergy and success. It's not just about creating plans in isolation; it's about making sure they all work towards the same goal. Each project plan should directly contribute to the objectives of the program or portfolio while adhering to their assumptions, constraints, and governance structures. Resource allocation, budget, timeline, quality standards, and risk management need to be in harmony with the broader program or portfolio goals. This alignment ensures that the projects collectively move in the right direction and are optimized for efficiency and effectiveness.

A organização tem mais de um projeto? Possivelmente. Então, definidos os MVP's, vamos nos concentrar nos recursos. Quais recursos podem ser compartilhados? Isso possibilita paralelismos de atividades (capacidade de entrega antecipada), e otimização de gastos para a criação do produto. Os planos de gerenciamento de recursos costumam ser um "gargalo" para a maioria das organizações. Planos de projeto devem incluir, mas não se limitar a: 1 - Plano de gerenciamento do projeto; 2 - Plano de gerenciamento de escopo; 3 - Plano de gerenciamento de recursos; Todos eles devem ter métricas claras, com gatilhos para ações corretivas, caso fujam dos limites definidas pelos gerentes de projetos e partes interessadas. Ou afetará outros projetos.

Aligning project plans with program scope is vital for success. In my experience, integrating PMBOK methodologies and tools like Microsoft Project fosters seamless coordination. Open communication among project managers is key to address misalignments promptly. Regularly reassess alignment, adapting methodologies as needed, to ensure projects actively contribute to program success.

In my experience, leveraging tools like Power BI or Tableau in sync with your project management software has proven invaluable for real-time reporting. These dynamic reports serve as an additional communication layer, complementing standard metrics to offer stakeholders a fuller picture. Advanced reporting isn't merely an add-on; it's a strategic tool that enables real-time oversight and facilitates data-driven decision-making, ensuring project alignment with program objectives. Consider adding advanced reporting to your toolkit for enhanced project monitoring.

Here, the over-communication will work better than under-communication. In other words, it’s better to keep all stakeholders well informed. Sooner or later some issues will appear, and thanks to having the communication at quite verbose level you will guarantee that you had identified and communicated the risks, issues, opportunities etc. Without such an approach it’s very easy to became “the guy” who was responsible for the lack of sufficient information. Additionally, remember about having a confirmation / approval of the report you sent. It somehow protects you in the future.

Os planos de gerenciamento de projetos, escopo e recursos devem conter métricas de medição, e essas métricas são monitoradas a todo momento durante a avaliação de progresso. A comunicação sobre o progresso, e possíveis problemas devem ser claras, e rápidas, para que ações corretivas sejam realizadas, caso necessário. Uma forma de comunicação que tem funcionado bem nas organizações e projetos de gerencio, é a visual. Dashboards com desenhos das partes do escopo do MVP, e indicadores visuais, azuis, para "tarefas adiantadas", verdes para "no prazo", amarelos para "atenção" e vermelho para "atrasadas", tem funcionado muito bem. A gestão visual é sempre mais compreensível. Dashboards online no Power BI ou similares são fantásticas.

Not all projects require the same amount of attention. Based on project visibility and risk the one with highest risk needs greater focus and attention. Period review of the traffic light signals of your project keeps the project on track.

Effective management of changes and issues is critical for project success. In one instance, a streamlined change request process mitigated resource constraints, ensuring timely adjustments. Another experience highlighted the importance of an issue tracking system in promptly addressing unforeseen technical glitches, preserving project quality. Establish clear change and issue management processes from the project's start, consistently use tools like change logs and tracking systems, and involve stakeholders through change control boards for informed decision-making. Proactive management safeguards project plans and contributes to overall success.

S%#*& happens. Exatamente por isso devemos ter sempre à mão dispositivos, como mencionei os gatilhos, para alertas de possíveis desvios. A análise de riscos é algo por vezes negligenciado. Mas necessário. Faça uma análise consistente, decida quais riscos o projeto pode bancar, e quais não pode (ou vai falhar) e contingencie todos. Mantenha o foco no seu projeto, mas, não deixe de monitorar os riscos dos outros projetos relacionados ao seu, principalmente os que compartilham recursos, e quais os possíveis impactos de uma falha em outro projeto pode acarretar no seu. Colaboração e comunicação rápida e clara são pontos chave para gestão de mudanças e problemas.

In my role as Head of Planning and Control at a big contracting firm, I faced the intricate task of managing multiple project plans within our extensive portfolio. Each project varied in complexity and scale. To tackle this challenge, I implemented a comprehensive approach. First, I established a centralized project management office (PMO) that acted as the nerve center for all projects. Second, I employed a unified dashboard. This dashboard provided real-time insights into project progress, resource allocation, and potential risks. Third, I conducted regular portfolio reviews with key stakeholders. These reviews ensured alignment with strategic goals and facilitated quick decision-making when adjustments were necessary.

I recommend using a tool from emergency management and always doing an after action review when you complete a project. This is a time for everyone on the project to come together and talk about what went well, what could have gone better and what we should do differently next time. This can be a very informal conversation that allows you to gather important insights and allows the team to provide feedback, celebrate successes and acknowledge failures. Doing this as a group creates a culture where providing feedback is welcomed, which helps further projects.

O projeto, seu cronograma, e planos, são "documentos vivos", em constante alteração. Mesmo que tudo corra exatamente como esperado, no mínimo, as colunas de progresso e custo sofrem alterações. Mantenha os olhos nestas duas métricas, avalie se algo pode ser melhorado, se uma nova tecnologia ou método executivo surgiram e podem ser úteis, se não nesse projeto, em outros.

Oui c'est une phase très importante à prendre en compte. C'est crucial pour une évaluation et une clôture de projet. Hélas cette activité est souvent négligée et engendre une dérive du projet et un glissement de la portée et des objectifs.

Critical for success: 1. Keep an eye on the overall objective of the program and how objectives of individual projects roll-up to the program's objective. This needs a seasoned Program Manager who has a holistic view and closely coordinates/ aligns with Project Managers of the individual projects. 2. Build individual project plans top-down and in unison with the other project plans to ensure understanding of the interlinkages and cognizance of the same in activity/task detailing. 3. Status update/ progress reporting of individual projects and overall program should be standardized and aligned for synchronized comprehension and "informed" actions by the stakeholders with respect to individual projects and/ or the program.

In manufacturing environment, I often come across situations similar to management of multiple concurrent projects which compete for many common resources to meet respective due dates. For example, one of my client factories is a large fabrication shop with hundreds of workers and a large number of machines. It makes large, dissimilar steel vessels for its customers. Making each product is like a small project with about 100 tasks. The factory pursues at least 50 customer orders at any time. Customers want the production schedule for each product in the form of an MS Project file. The factory runs a powerful, resource-constrained, multi-project scheduling software to schedule the tasks of all concurrent projects (products).

Managing multiple project plans in a program/portfolio requires alignment with organizational goals, resource allocation, and risk management. Utilize portfolio management tools for visibility and prioritization. Establish clear communication channels, regular status updates, and cross-project dependencies tracking. Example: Using project portfolio management software, conducting regular portfolio reviews, and appointing a dedicated program manager for oversight and coordination.

It requires careful coordination and organization. - Clearly outline the objectives and priorities of your program or portfolio. Understand how each project contributes to these goals. - Maintain a centralized repository for all project plans. Project management software like Microsoft Project, Trello, or Asana can help in this regard. - Create standardized templates for project plans to ensure consistency across all projects. Include key elements like project scope, timeline, resources, and milestones. - Clearly define roles and responsibilities for each project within the program. Ensure that project managers and team members understand their roles. - Develop a robust communication plan to keep all stakeholders informed.

A program and a portfolio are very different, and need different approaches. In particular, in a program the risk of stovepiping and throwing problems over the wall between projects (particularly schedule) needs careful management. It is necessary to ensure that for one to win, all must win - otherwise ... If a project is juggling with tennis balls, a portfolio is juggling with bricks, and a program is juggling with flaming knives.