...three roles of a project portfolio management office: Their impact on portfolio management execution and success Barbara Natalie Unger a,⁎, Hans Georg Gemünden a , Monique Aubry a b b Technische Universität Berlin, Chair for Technology and Innovation Management, Straße des 17. Juni 135, Sekr. H71, 10623 Berlin, Germany Université du Québec à Montréal, School of Business and Management, P.O. Box 8888 Downtown Station, Montreal, Quebec, Canada H3C 3P8 Received 27 July 2011; received in revised form 29 November 2011; accepted 26 January 2012 Abstract Project portfolio management offices (PPMOs) are a subset of project management offices (PMOs) that handle collections of multiple single projects and programmes, i.e. portfolios. PPMOs are centralised organisational units that cater to the demands of various stakeholders by performing specialised tasks. They are initiated by their organisation's leadership in response to increasing management challenges originating from project portfolios. Although there has been considerable research on PMOs in general, not only a clear understanding of multi-project PMOs' activity patterns set in specific contexts like project portfolio management, but also both existence and mode of multi-project PMOs' contribution to successful performance are still lacking. By quantitatively analysing PPMOs in 278 portfolios, we identify three different activity patterns, which are interpreted as distinctive roles. We show a significant positive effect of PPMOs' coordinating...
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...Project Management Urayoan Rivera INF 410 January 13, 2014 Instructor: David Drys Project Management Project Management is a system that allows any project whether it is small, medium, or large in scale to be executed in the right way. We do know that there are factors either internal or external that may hamper a project. Projects can be hampered sometimes by bureaucracy from inside the company or by factors of third party providers. Those are things that a manager sometimes cannot help or avoid. However, the system of Project Management is more than effective. It will allow executing the project to a successful one. The benefits of project management are more than beneficial and allow having a project become cost effective and the system allows order, organization and a process than can be used in all aspects of an organization. Project Management is a system that “provides people with a powerful set of tools that improves their ability to plan, implement, and manage activities to accomplish specific organizational objectives (Larson & Gray, 2010)”. From this first definition, the understanding is that Project Management enhances the planning, implementation and management of a project or activity in order to reach its primary and ultimate organizational goal. Another definition of Project Management is “a results-oriented management style that places a premium on building collaborative relationships among a diverse cast of characters (Larson & Gray, 2010)”. In any...
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...Standard Bidding Document Procurement of Works Medium Contracts [With Provision For e-Submission] [For use in NCB/ICB for works up to Rs,500.00 Million] Public Procurement Monitoring Office Tahachal, Kathmandu August 2011 STANDARD BIDDING DOCUMENT | | | | Preface This Standard Bidding Document for Procurement of Works is based on the PPMO’s SBD for Medium Contracts and is prepared by Government of Nepal (GoN), Public Procurement Monitoring Office (PPMO) to include provision for e-submission in the SBD for facilitating e-procurement by the Procurement Entities. Standard Bidding Document Procurement of Works Medium Contracts [With Provision for e-Submission] Procurement of: …………………………………. Issued on: Bid Document issued to: Project Name : [insert: project name] Office Name : [insert: Office Name] Office Address: [insert: Office Address] Financing Agency: Government Budget or Loan/Credit/Grant [Insert: Loan/Credit/Grant number if financed by Development Partner] Table of Contents Section I. Invitation for Bids (IFB) 1 Section...
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...Control Charts and Introduction to Six Sigma Session 12: Control Charts and Introduction to Six Sigma concepts Control Charts and Introduction to Six Sigma Control Charts - Topics of Discussion – – – – – Control Chart History Control Limits Individuals and Moving Range Charts X-bar and R Charts Subgrouping Control Charts and Introduction to Six Sigma Typical Process Metrics • • • • • • • • • Cycle times Lead times Productivity Schedule variance Budget variance Employee satisfaction Customer satisfaction Safety incidents System users (# hits) • • • • • • • • • Days sales outstanding Customer service calls Request for quotes Proposal development Attrition/retention Bid win rate Transactional defects Sales orders Revenue dollars What are some metrics associated with your projects? What are some metrics associated with your projects? Control Charts and Introduction to Six Sigma Control Charts – “While every process displays Variation, some processes display controlled variation, while other processes display uncontrolled variation” (Walter Shewhart). – Controlled Variation is characterised by a stable and consistent pattern of variation over time. Associated with Common Causes. – Process A shows controlled variation. X-Bar Chart for Process A X-Bar Chart for Process A UCL=77.20 UCL=77.20 75 X a C a fo P ce B -B r h rt r ro ss 8 0 U L 7 .2 C= 7 7 Sample Mean 7 0 X= 0 8 7 .9 L L 6 .7 C= 4 0 6 0 5 0 Special Causes 0 5 1...
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...Final Draft PERSPECTIVE PLAN OF BANGLADESH 2010-2021 ____________________________ MAKING VISION 2021 A REALITY General Economics Division Planning Commission Government of the People’s Republic of Bangladesh April 2012 Contents ABBREVIATIONS ...............................................................................................................................v PREAMBLE of the Perspective Plan (2010-2021) ............................................................................ 1 I. ............................................................................................................... Context of the Perspective Plan .................................................................................................................................................................. 1 II. .......................................................................................... Current state and Development Perspective .................................................................................................................................................................. 1 EXECUTIVE SUMMARY .................................................................................................................... 2 CHAPTER 1: VISION FOR A PROSPEROUS FUTURE........................................................................ 10 1.1 The Vision ..........................................................................................................
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