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
- Limited resources for project portfolio
- Insufficient Budgets for the portfolio execution
- Duplicated activities being undertaken by different projects
- Isolated performed acquisitions with no scaled economy
- Project managers assigned to multiple efforts
- 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 [?]
- Medium
- 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
- Organizational level of coverage [?]
- Corporate: ★★★★
Departmental: ★★★★
Project: ★★
- Language(s) [?]
- Portuguese, English, Spanish
More Information
Wish to get more information on the consulting service Resources and Investment Optimization through the Program Management?
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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 Integration ★★★★★ Scope ★★★★ Time ★★★★★ Cost ★★★★★ Quality ★★★ Human Resource ★★★★★ Communications ★★★★★ Risk ★★★★ Procurement ★★★★ EHS Strategic Planning ★★★
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.
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.