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Implementing Project Portfolio Management: From Organization Structure to Recognized Revenue · Module 7 · Project Types

Lab: five behavioural patterns and a stakeholder to answer

Lesson 77 of 198 · 2 min

Ninety minutes. Listen for the behaviours — the scenario is written as a list of them. Meridian runs: client engagements billed on a time-and-materials basis; a smaller number of fixed-price engagements where billing mechanics genuinely differ; internal initiatives that are not billed and should not attract supplier costs; a capital programme building out a new office fit-out and internally developed software; and pre-sales work that must be tracked but never billed and never capitalized. Every project must be reportable by practice — six practices — by region, three, and for client work by client segment: enterprise and mid-market. Contract projects burden at a standard overhead rate. Internal projects do not burden. The capital programme burdens at a different rate. AND THE PMO DIRECTOR — THE SAME ONE FROM MODULE 3 — HAS ASKED FOR A PROJECT TYPE PER PRACTICE. He asked for six project units in Module 3 and got…

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In this module: Module 7 · Project Types

  1. 1What a project type governs
  2. 2Project type classes
  3. 3Designing the type listFree preview
  4. 4Creating a project type
  5. 5Burdening options
  6. 6Capitalization options
  7. 7Classifications
  8. 8Expenditure type class controls
  9. 9Billing and other options
  10. 10Proving the type works
  11. 11What breaks
  12. 12Lab: five behavioural patterns and a stakeholder to answer