More projects…
It is a fact that organizations are generating more projects. Regardless of the need, automation and the so-called “digital transformation” are constantly decreasing the amount of routine work and increasing the work on projects. Consequently, it is necessary to increase the preparation and capacity for project management.
Projects are vehicles of transformation and change. They create the future and are the ideal support for the implementation of the strategy.
The capacity for innovation itself is based on the ability to generate and successfully complete the projects in its portfolio.
A project is a group of related activities, organized under the direction of a person in charge and that, once completed, gives results, in accordance with the established objectives. A project has a beginning and an end, contains a definition, a scope, objective and expected results, work processes, tools, stages, duration, resources and a budget. Projects can be independent or be part of a program and portfolio. (PMI)
Program. Grouping of related projects, subsidiaries and activities that are managed jointly and in a coordinated manner to obtain benefits that would not be available by managing them individually. (PMI)
Initiatives or activities. They have an indefinite continuity over time, and their results are measured regularly, according to established objectives. Examples: Regular operations, Quality, Safety, etc.
We have referred to definitions from the PMI (Project Management Institute)
Portfolio: The set of projects and programs that are active at a given moment in time is called a “Portfolio”
It is important to distinguish between “project management” and “project management”, where the coordination/direction of the set of projects, programs, or an entire portfolio falls.
What is presented here is a tool to facilitate the process of filtering and prioritizing ideas and projects in companies and organizations.
Also in all the selection or prioritization processes necessary to complete or manage portfolios of products, services, etc.
It is a teamwork tool; it facilitates the discussion and definition of the criteria or filters on which the selection will be based, and it rationally orders the possible projects.
Organizational aspect: Transversal organization by projects.
It is a fact that organizations are generating more projects. Regardless of the need, automation and the so-called “digital transformation” mean that the amount of routine work is constantly decreasing and project work is increasing. Consequently, it is necessary to increase the preparation and capacity for the direction and management of projects.
Whether your company is small or large, your success in innovation will depend on having a suitable portfolio or pipeline of innovation projects and programs. And also, to manage it in an agile and efficient way.
A set of ideas, projects, and programs that the organization is managing as it would with a set of investments, in order to obtain explicit results and objectives focused on an innovation strategy.
A value for communication. The content and the wrapper.
Today, communication is considered essential and organizations, from private companies to third sector organizations, communicate a lot and very different means. Therefore consider it a priority to establish a communication plan to enhance its image and brand.
Bring excellence to the flow of projects and programs.
Signs that something must be done…
Unfortunately, many projects are completed late, outweigh the costs and fail to meet the objectives.
Much effort is devoted to monitoring and coordination between the different responsible and yet not get an effective complement deadlines. The costs soar.
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