13.2 - Manage portfolio, program, and project
PCF ID: 16400 | Elements: 34 | Metrics Available: N | Benchmarkable: 0
Definition
Managing investments, holdings, products, businesses, and brands, along with the related projects that together constitute a program.
Overview
This process group covers manage portfolio, program, and project within the broader context of Develop and Manage Business Capabilities.
Process Hierarchy
Processes
| ID | Process | PCF ID | Sub-elements | Metrics |
|---|---|---|---|---|
| 13.2.1 | Manage portfolio | 16401 | 3 | N |
| 13.2.2 | Manage programs | 16405 | 4 | N |
| 13.2.3 | Manage projects | 16410 | 23 | N |
13.2.1 - Manage portfolio
PCF ID: 16401
Definition: Managing the business portfolio of the organization, including investments, holdings, products, businesses, and brands. Establish a portfolio strategy. Define portfolio governance. Monitor and control the portfolio.
| ID | Activity | PCF ID | Tasks | Metrics |
|---|---|---|---|---|
| 13.2.1.1 | Establish portfolio strategy | 16402 | 0 | N |
| 13.2.1.2 | Define portfolio governance | 16403 | 0 | N |
| 13.2.1.3 | Monitor and control portfolio | 16404 | 0 | N |
13.2.1.1 - Establish portfolio strategy
Definition: Instituting the strategy for managing business portfolio. Create a systematic plan that defines the strategy for managing investments, holdings, products, businesses, and brands.
13.2.1.2 - Define portfolio governance
Definition: Outlining the administration of business portfolio of the organization. Create and manage the rules and regulations regarding the business processes in order to identify, select, prioritize, and monitor portfolio components. Include a set of metrics to indicate the health and progress of the portfolio in the most vital area.
13.2.1.3 - Monitor and control portfolio
Definition: Overseeing and administering the business portfolio of the organization. Monitor all activities related to investments, holdings, products, businesses, and brands by effectively monitoring and supervising these activities.
13.2.2 - Manage programs
PCF ID: 16405
Definition: Establishing, implementing, and managing business programs. Successfully handle related projects that together constitute a program. Establish the program structure and approach. Coordinate with stakeholders and partners. Execute the program. Assess and report the performance of the program. Coordinate and prioritize resources across projects. Manage links between the projects and the overall costs and risks of the program.
| ID | Activity | PCF ID | Tasks | Metrics |
|---|---|---|---|---|
| 13.2.2.1 | Establish program structure and approach | 16406 | 0 | N |
| 13.2.2.2 | Manage program stakeholders and partners | 16407 | 0 | N |
| 13.2.2.3 | Manage program execution | 16408 | 0 | N |
| 13.2.2.4 | Review and report program performance | 16409 | 0 | N |
13.2.2.1 - Establish program structure and approach
Definition: Constructing and instituting the framework and approach to manage business programs. Monitor key factors such as governance, alignment with the overall business vision, assurance, and management.
13.2.2.2 - Manage program stakeholders and partners
Definition: Managing relationships with stakeholders and partners of the business programs.
13.2.2.3 - Manage program execution
Definition: Administering and implementing business programs. Implement and execute programs with the intention of improving an organization's performance. Execute all the individual projects of the program to ensure the desired success.
13.2.2.4 - Review and report program performance
Definition: Evaluating and documenting the performance of business programs. Evaluate the performance of the programs. Create reports on the basis of the analysis. Use performance indicators and metrics such as desired/achieved goals, completion dates, issues and defects, and cost effectiveness.
13.2.3 - Manage projects
PCF ID: 16410
Definition: Establishing the scope of the projects. Create plans for implementing the projects. Initiate projects. Review and report project performance to management. Close projects.
| ID | Activity | PCF ID | Tasks | Metrics |
|---|---|---|---|---|
| 13.2.3.1 | Establish project scope | 16411 | 5 | N |
| 13.2.3.2 | Identify appropriate project management methodologies | 11119 | 0 | N |
| 13.2.3.3 | Develop project plans | 16413 | 7 | N |
| 13.2.3.4 | Execute projects | 16414 | 5 | N |
| 13.2.3.5 | Review and report project performance | 16417 | 0 | N |
| 13.2.3.6 | Close projects | 16418 | 0 | N |
13.2.3.1 - Establish project scope (5 tasks)
Definition: Establishing the horizons of business projects. Identify the objectives of the program, along with the resource requirements. Assess the readiness for the project management approach. Identify methodologies for project management. Obtain funding. Develop performance measures and indicators.
| ID | Task | PCF ID | Definition |
|---|---|---|---|
| 13.2.3.1.1 | Identify project requirements and objectives | 11117 | Recognizing and defining what the project is ultimately supposed to do. Specify ... |
| 13.2.3.1.2 | Identify project resource requirements | 16412 | Identifying the prerequisites of business projects. Identify the people with app... |
| 13.2.3.1.3 | Assess culture and readiness for project managemen... | 11118 | Evaluating the culture and readiness of the organizational environment is order ... |
| 13.2.3.1.4 | Create business case and obtain funding | 11120 | Creating a document that includes the current situation, proposed solution, fina... |
| 13.2.3.1.5 | Develop project measures and indicators | 11121 | Developing procedures and indictors to assess performance of business projects. ... |
13.2.3.2 - Identify appropriate project management methodologies
Definition: Identifying and implementing the techniques and procedures for managing business projects. Identify the most appropriate models, which are to be employed by the project managers for the purpose of designing, planning, implementing, and achieving project objectives. Examine and assess various project management methodologies such as adaptive project framework, agile development, crystal methods, and feature-driven development.
13.2.3.3 - Develop project plans (7 tasks)
Definition: Defining the resources and their roles. Identify IT requirements. Create plans for effective training and communication. Design reward approaches. Plan the launch of project. Deploy the project.
| ID | Task | PCF ID | Definition |
|---|---|---|---|
| 13.2.3.3.1 | Define roles and resources | 11123 | Outlining the resources and their roles in the business projects. |
| 13.2.3.3.2 | Acquire/secure project resources | 20142 | Procuring the necessary resources outlined in Define roles and resources [11123] |
| 13.2.3.3.3 | Identify specific IT requirements | 11124 | Determining the IT requirements for specific business projects. Identify the req... |
| 13.2.3.3.4 | Create training and communication plans | 11125 | Designing a plan for equipping the project team with the necessary skills and ab... |
| 13.2.3.3.5 | Design recognition and reward approaches | 11127 | Creating a plan for recognizing and rewarding extraordinary performances within ... |
| 13.2.3.3.6 | Design and plan launch of project | 11128 | Creating a plan specifying when to initiate the project, and introducing it to t... |
| 13.2.3.3.7 | Deploy the project | 11129 | Putting the project into position by effectively bringing it into action. |
13.2.3.4 - Execute projects (5 tasks)
Definition: Implementing the business projects of the organization. Evaluate the impact of project management. Record and report the status of the project. Manage the project scope. Promote and sustain activities and involvement. Realign and revamp the project management strategy and approach.
| ID | Task | PCF ID | Definition |
|---|---|---|---|
| 13.2.3.4.1 | Evaluate impact of project management (strategy an... | 11131 | Assessing the impact of business project management on the measures and outcomes... |
| 13.2.3.4.2 | Report the status of project | 16415 | Recording and documenting the current status and position of the project. Record... |
| 13.2.3.4.3 | Manage project scope | 16416 | Determining and documenting a list of specific project goals, deliverables, task... |
| 13.2.3.4.4 | Promote and sustain activity and involvement | 11132 | Encouraging and sustaining the activities and involvement while executing projec... |
| 13.2.3.4.5 | Realign and refresh project management strategy an... | 11133 | Reorganizing and stimulating the approach and strategy for managing business pro... |
13.2.3.5 - Review and report project performance
Definition: Measuring the performance of a business project against key performance indicators including the project scope, schedule, quality, cost, and risk criteria. Identify any deviations from the plan. Assess the impact of these deviations on the project, as well as on the overall program. Report results to key stakeholders.
13.2.3.6 - Close projects
Definition: Settling each contract. Close each contract applicable to the project or project phase. Finalize all activities across all of the process groups in order to formally close the project or a project phase.
Change Summary (v7.2.1 vs v6.1.1)
Changes indicated by:
+XXXXX- New element added-XXXXX- Element removedcXXXXX- Element changedNEW- Newly introduced
Complete Element List with Definitions
All 34 elements
| ID | Name | Definition |
|---|---|---|
| 13.2 | Manage portfolio, program, and project | Managing investments, holdings, products, businesses, and brands, along with the related projects th... |
| 13.2.1 | Manage portfolio | Managing the business portfolio of the organization, including investments, holdings, products, busi... |
| 13.2.1.1 | Establish portfolio strategy | Instituting the strategy for managing business portfolio. Create a systematic plan that defines the ... |
| 13.2.1.2 | Define portfolio governance | Outlining the administration of business portfolio of the organization. Create and manage the rules ... |
| 13.2.1.3 | Monitor and control portfolio | Overseeing and administering the business portfolio of the organization. Monitor all activities rela... |
| 13.2.2 | Manage programs | Establishing, implementing, and managing business programs. Successfully handle related projects tha... |
| 13.2.2.1 | Establish program structure and approach | Constructing and instituting the framework and approach to manage business programs. Monitor key fac... |
| 13.2.2.2 | Manage program stakeholders and partners | Managing relationships with stakeholders and partners of the business programs. |
| 13.2.2.3 | Manage program execution | Administering and implementing business programs. Implement and execute programs with the intention ... |
| 13.2.2.4 | Review and report program performance | Evaluating and documenting the performance of business programs. Evaluate the performance of the pro... |
| 13.2.3 | Manage projects | Establishing the scope of the projects. Create plans for implementing the projects. Initiate project... |
| 13.2.3.1 | Establish project scope | Establishing the horizons of business projects. Identify the objectives of the program, along with t... |
| 13.2.3.1.1 | Identify project requirements and object... | Recognizing and defining what the project is ultimately supposed to do. Specify the capabilities, fe... |
| 13.2.3.1.2 | Identify project resource requirements | Identifying the prerequisites of business projects. Identify the people with appropriate and applica... |
| 13.2.3.1.3 | Assess culture and readiness for project... | Evaluating the culture and readiness of the organizational environment is order to implement the pro... |
| 13.2.3.1.4 | Create business case and obtain funding | Creating a document that includes the current situation, proposed solution, financial analysis, conc... |
| 13.2.3.1.5 | Develop project measures and indicators | Developing procedures and indictors to assess performance of business projects. Design and develop m... |
| 13.2.3.2 | Identify appropriate project management ... | Identifying and implementing the techniques and procedures for managing business projects. Identify ... |
| 13.2.3.3 | Develop project plans | Defining the resources and their roles. Identify IT requirements. Create plans for effective trainin... |
| 13.2.3.3.1 | Define roles and resources | Outlining the resources and their roles in the business projects. |
| 13.2.3.3.2 | Acquire/secure project resources | Procuring the necessary resources outlined in Define roles and resources [11123] |
| 13.2.3.3.3 | Identify specific IT requirements | Determining the IT requirements for specific business projects. Identify the requirements of compute... |
| 13.2.3.3.4 | Create training and communication plans | Designing a plan for equipping the project team with the necessary skills and abilities to fulfill t... |
| 13.2.3.3.5 | Design recognition and reward approaches | Creating a plan for recognizing and rewarding extraordinary performances within the business project... |
| 13.2.3.3.6 | Design and plan launch of project | Creating a plan specifying when to initiate the project, and introducing it to the target audience. ... |
| 13.2.3.3.7 | Deploy the project | Putting the project into position by effectively bringing it into action. |
| 13.2.3.4 | Execute projects | Implementing the business projects of the organization. Evaluate the impact of project management. R... |
| 13.2.3.4.1 | Evaluate impact of project management (s... | Assessing the impact of business project management on the measures and outcomes of the projects. Ga... |
| 13.2.3.4.2 | Report the status of project | Recording and documenting the current status and position of the project. Record and report items su... |
| 13.2.3.4.3 | Manage project scope | Determining and documenting a list of specific project goals, deliverables, tasks, costs, and deadli... |
| 13.2.3.4.4 | Promote and sustain activity and involve... | Encouraging and sustaining the activities and involvement while executing projects. Promote the exec... |
| 13.2.3.4.5 | Realign and refresh project management s... | Reorganizing and stimulating the approach and strategy for managing business projects. Make improvem... |
| 13.2.3.5 | Review and report project performance | Measuring the performance of a business project against key performance indicators including the pro... |
| 13.2.3.6 | Close projects | Settling each contract. Close each contract applicable to the project or project phase. Finalize all... |
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