Optimize your projects portfolio through a program management process, allowing additional benefits that would not be feasible if isolated.

The Macrosolutions’ experience in projects consolidation with limited and shared resources allows the restrictions to be optimized and investments / benefits to be maximized.

Key issues addressed

  1. Limited resources for project portfolio
  2. Insufficient Budgets for the portfolio execution
  3. Duplicated activities being undertaken by different projects
  4. Isolated performed acquisitions with no scaled economy
  5. Project managers assigned to multiple efforts
  6. Business results generated by the projects’ below expectations

Scope of work

  • Program Management Process Models Definition
  • Similarity criteria setting for project’s baskets in the program
  • Quantitative benefits definition for the unified projects management in programs
  • Impacts assessment in the program management implementation
  • Performance indicators definition of the Consolidated Program
  • Consolidated program reports definition
  • Change control mechanisms and committees structuring
  • Integrated Communications Plan Definition
  • Existing reserves reassessment and program consolidated reserves scaling
  • Team profile definition and team development for the company’s’ program management office
  • Proof of concept and pilot project
  • Assisted Operation

Fact sheet

Estimated duration of the consultancy work [?]
6 to 8 months
Work complexity [?]
Client's team (minimum required) [?]
1 Project Manager and 1 Planning Analyst
Client's team allocation x Macrosolutions team allocation [?]
25% Client's Team
75% Macrosolutions' Team
Project estimated number of visits [?]
7 visits
Maturity Level (minimum required) [?]
Organizational level of coverage [?]
Corporate: ★★★★
Departmental: ★★★★
Project: ★★
Language(s) [?]
Portuguese, English, Spanish

More Information

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  • Supported standards and methodologies

    Project Management Institute (PMI)
    PMBOK® Guide Yes
    PMI Practice Standard for Estimating
    PMI Practice Standard for Earned Value Management
    PMI Practice Standard for Configuration Management
    PMI Practice Standard for Risk Management
    PMI Practice Standard for Work Breakdown Structure
    PMI Practice Standard for Scheduling
    PMI Standard for Portfolio Management Yes
    PMI Standard for Program Management Yes
    PMI Project Manager Development Competency Framework Yes
    Organizational Project Management Maturity Model (OPM3)®
    UK Office of Government Commerce (OGC)
    PRINCE2 (Projects in Controlled Environments) Yes
    MSP (Managing Successful Programmes) Yes
    M_O_R (Management of Risks)
    P3M3 (Portfolio, Programme, and Project Management Maturity Model) Yes
    P3O (Portfolio, Programme and Project Offices) Yes
    MoP (Management of Portfolios) Yes
    MoV (Management of Value) Yes
    Scrum Alliance
    Scrum Methodology
    International Project Management Association (IPMA)
    ICB® IPMA Competence Baseline Yes
  • Areas: approach comprehensiveness

    Area Comprehensiveness Description
    Integration ★★★★★ Includes the processes required to ensure that the various elements of the project are properly coordinated.
    Scope ★★★★ Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
    Time ★★★★★ Includes the processes required to ensure timely completion of the project.
    Cost ★★★★★ Includes the processes required to ensure that the project is completed within the approved budget.
    Quality ★★★ Includes the processes required to ensure that the project will satisfy the needs for which it was undertaken.
    Human Resource ★★★★★ Includes the processes required to make the most effective use of the people involved with the project.
    Communications ★★★★★ Includes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information.
    Risk ★★★★ Systematic process of identifying, analyzing, and responding to project risks. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives.
    Procurement ★★★★ Includes the processes required to acquire goods and services from outside the performing organization to attain project scope.
    EHS Involves processes related to work safety, health and environment, including specific regulations.
    Strategic Planning ★★★ Involves the processes which link projects with corporate strategy through the indicators of the Balanced Scorecard's goals.

Additional Information Top ↑

A program is defined by PMI as a group of related projects managed in a coordinated manner to achieve strategic benefits and control that would not be available if they were individually managed.

"Program Management involves aligning multiple projects to achieve the program goals and allows for optimized or integrated cost, schedule, and effort." -Project Management Institute

The relationship between the programs management processes and their projects is direct. Risks, changes and problems are usually managed in an integrated way aiming to minimize planning efforts and maximize the results. Within this same line of work, the integrated management aims to ensure that the shared resources across multiple projects are shared managed to avoid the team to be overworked and to optimize the allocations.