Implementing Project Portfolio Management: From Organization Structure to Recognized Revenue · Module 1 · The PPM Landscape
Two offerings, not one product
Lesson 5 of 198 · 3 min · Free preview
"Project Portfolio Management" names a portfolio of applications split across two offerings that solve different problems for different people. TREATING IT AS ONE PRODUCT IS THE MOST COMMON SCOPING ERROR IN THIS DOMAIN. Project Financial Management. Planning, organizing and managing activities, resources, cost, billing and revenue so projects complete successfully and the numbers are right. Bought by Finance. The centre of gravity is the general ledger. Project Execution Management. Planning and delivering projects, collaborating on project and non-project work, and finding the best-fit resource to staff an assignment. Bought by the PMO and delivery leadership. The centre of gravity is the schedule and the people. PFM does costing, billing, revenue, budgets, forecasts, performance reporting. PEM does project and task management, scheduling, resource pools, utilization and staffing. What they share: projects, tasks, resources and roles as concepts. But each offering uses them somewhat differently — and that is the second-most-common source…
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Watch the full lessonIn this module: Module 1 · The PPM Landscape
- 1Two offerings, not one productFree preview
- 2The Project Financial Management applications
- 3The Project Execution Management applications
- 4Running the scoping conversation
- 5The cost-to-ledger mapFree preview
- 6Offerings, functional areas and navigation
- 7Working on a PPM project
- 8Lab: scope three clients and draw the map