Portfoliomanagement staat duidelijk in de belangstelling. Waar komt deze belangstelling vandaan? En wat wordt er onder portfoliomanagement verstaan? Over het eerste kunnen we vrij kort zijn. Er bestaat een voordurende ‘honger’ naar nieuwe wegen om ICT beter in de greep te krijgen. Portfoliomanagement biedt management de mogelijkheid eens flink ‘uit te zoomen’ en de zo noodzakelijke afstand te creë ...

To list the products to be produced within a Stage Plan, together with key status dates, used by the Project Board to Monitor Progress.
The product Checklist is produced as an output from Defining and Analysing Products (PL2) and finished in Completing a Plan (PL7). It is then updated throughout Controlling a Stage (CS). The content is extracted from the Product Flow Diagram and you should ...

To define for the Executive how and when a measurement of the achievement of the project benefits can be made. The plan is presented to the Executive at the end of the project.
Ensure the plan is realistic when compared to the anticipated benefits, that it identifies the skills, individuals and timing for any monitoring work needed to quantify the measurements together with the reasons and ...

The Portfolio, Programme and Project Management Maturity Model (P3M3) is a reference guide for structured best practice. It breaks down the broad disciplines of portfolio, programme and project management into a hierarchy of Key Process Areas (KPAs).
The hierarchical approach enables organisations to assess their current capability and then plot a roadmap for improvement prioritised by those ...

Quality Log template

This white paper explains exactly what MSP is and why an organisation would want to engage with it. The paper also includes an outline of the benefits involved in using MSP along with an overview of the framework..

The Product Description is derived from the Product breakdown Structure, the end users of the product and existing customer or supplier quality management systems.

The IPMA Competence Baseline (ICB) is the competence standard for project management and is not restricted to any sector or branch. It was issued by the International Project Management Association (IPMA) as the common framework document all IPMA Member Associations and Certification Bodies conform to, to ensure consistent and harmonized standards for certifi cation are applied. As such, the major ...

To capture the quality aspirations of the customer. The customer’s quality expectations define a list of what will make the final product acceptable to the customer so these should be stated in such a way that Acceptance Criteria can be derived from them. The customer’s quality expectations are either provided by programme management, or developed during Starting Up a Project (SU) and derived fro ...

Management of Risk (M_o_R®) is the overall process to assist in the effective control of risks. Risk can be defi ned as uncertainty of outcome, whether positive opportunity or negative threat, of actions and events. The risk has to be assessed in respect of the combination of the likelihoods of something happening, and the impact which arises if it does actually happen.