Руководство - The Standard for Portfolio Management

92 Pages·5.1 MB·english

Project Management Institute
The Standard for
Portfolio Management
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TheStandardforPortfolioManagement
ISBN:1-930699-90-5
Publishedby: ProjectManagementInstitute,Inc
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Notice
The Project Management Institute, Inc. (PMI) standards and guideline publications,
of which the document contained herein is one, are developed through a voluntary
consensus standards development process. This process brings together volunteers
and/or seeks out the views of persons who have an interest in the topic covered by
thispublication.WhilePMIadministerstheprocessandestablishesrulestopromote
fairness in the development of consensus, it does not write the document and it
does not independently test, evaluate, or verify the accuracy or completeness of any
informationorthesoundnessofanyjudgmentscontainedinitsstandardsandguide-
line publications.
PMI disclaims liability for any personal injury, property or other damages of any
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Inpublishingandmakingthisdocumentavailable,PMIisnotundertakingtorender
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Anyone using this document should rely on his or her own independent judgment
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Contents
Notice ..................................................................................................................................iii
Foreword ..............................................................................................................................ix
Preface ................................................................................................................................xi
SectionI—ThePortfolioManagementFramework
Chapter1—Introduction ........................................................................................................3
1.1 PurposeofTheStandardforPortfolioManagement ..............................................4
1.1.1 AudienceforTheStandardforPortfolioManagement ............................4
1.2 WhatisaPortfolio? ............................................................................................4
1.3 WhatisPortfolioManagement? ...........................................................................5
1.4 TheLinkwithOrganizationalStrategy ...................................................................6
1.5 TheLinkBetweenPortfolioManagementandOrganizationalGovernance ...............8
1.6 TheLinkBetweenPortfolioManagementandOperationsManagement ..................9
1.6.1 Finance ............................................................................................10
1.6.2 Marketing .........................................................................................10
1.6.3 CorporateCommunications ................................................................10
1.6.4 HumanResourceManagement ..........................................................10
1.7 TheLinksBetweenPortfolioManagementandProgramandProjectManagement .11
1.8 RoleofthePortfolioManager ............................................................................11
1.8.1 BenefitsRealization ..........................................................................11
1.8.2 ProgramandProjectManagementMethodsandTechniques ................12
1.8.3 ProcessDevelopmentandContinuousImprovement ............................12
1.8.4 GeneralManagementSkills ...............................................................12
1.9 PortfolioManagementMetrics ...........................................................................12
1.10 PortfolioManagementReporting ......................................................................12
1.10.1 Program/ProjectReporting ...............................................................13
1.10.2 FinancialReporting ..........................................................................13
Chapter2—PortfolioManagementProcessandOrganization ................................................15
2.1 PortfolioManagementProcessOverview ............................................................15
2.1.1 LinkswithStrategy ............................................................................15
2.1.2 PortfolioManagementProcessCycle ..................................................16
2.2 PortfolioStakeholderRolesandResponsibilities ................................................16
2.2.1 ExecutiveManagers ..........................................................................16
2.2.2 PortfolioReviewBoard .......................................................................17
2.2.3 PortfolioManagers ............................................................................17
2.2.4 Sponsors ..........................................................................................17
2.2.5 ProgramManagers ............................................................................17
2.2.6 ProjectManagers ..............................................................................17
2.2.7 Program/ProjectManagementOffice ..................................................17
2.2.8 ProjectTeam .....................................................................................18
2.2.9 OperationsManagement ....................................................................18
2.2.10 FunctionalManagers .......................................................................18
2.2.11 FinanceManagers ...........................................................................18
2.2.12 Customers ......................................................................................18
2.2.13 Vendors/BusinessPartners .............................................................18
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2.3 OrganizationalInfluences ..................................................................................18
2.3.1 OrganizationalCulture .......................................................................19
2.3.2 EconomicImpact ...............................................................................19
2.3.3 OrganizationalImpacts ......................................................................19
SectionII—TheStandardforPortfolioManagement
Chapter3—PortfolioManagementProcesses ......................................................................23
3.1 PortfolioManagementProcessGroups ...............................................................40
3.2 PortfolioManagementProcessInteractions ........................................................25
3.2.1 AligningProcessGroup ......................................................................26
3.2.2 MonitoringandControllingProcessGroup ...........................................36
SectionIII—Appendices
AppendixA—(Reservedfordocummentingfutureupdates) ...................................................45
AppendixB—InitialDevelopmentofTheStandardforPortfolioManagement .........................47
B-1 Introduction ......................................................................................................47
B-2 PreliminaryWork ...............................................................................................47
B-3 DraftingTheStandardforPortfolioManagement .................................................48
B-4 DeliveringtheFirstStandardforPortfolioManagement .......................................49
AppendixC—ContributorsandReviewersof TheStandardforPortfolioManagement ............51
C-1 TheStandardforPortfolioManagementProjectCoreTeam .................................51
C-2 SignificantContributors .....................................................................................52
C-3 TheStandardforPortfolioManagementProjectTeamMembers ..........................52
C-4 FinalExposureDraftReviewersandContributors ................................................55
C-5 PMIProjectManagementStandardsProgramMemberAdvisoryGroup ..................56
C-6 ProductionStaff ................................................................................................56
AppendixD—ProjectPortfolioManagementToolsandTechniques .......................................57
1.0 Introduction ......................................................................................................57
2.0 OverviewofToolsandTechniquesforProjectPortfolioManagement ....................57
3.0 ToolsandTechniquestoUseforEachofthePortfolioManagement
Subprocesses ..................................................................................................58
3.2.1 AligningProcessGroup ......................................................................59
3.2.2 MonitoringProcessGroup ..................................................................71
SectionIV—GlossaryandIndex
Glossary ..............................................................................................................................77
IndexbyKeyword ................................................................................................................79
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List of Figures
Chapters1–3
Figure1-1: PortfolioRelationships—Example ..........................................................................5
Table1-1: ComparativeOverviewofProject,Program,andPortfolioManagement ......................6
Figure1-2: AnOrganizationalContextofPortfolioandManagement ..........................................7
Figure1-3: GovernanceContext ..............................................................................................8
Figure1-4: Cross-CompanyPortfolioManagementProcessRelationships ..................................9
Figure3-1: PortfolioManagementProcessGroups .................................................................25
Figure3-2: PortfolioManagementProcess—HighLevelIllustration .........................................25
Table3-1: Identification:InputsandOutputs .........................................................................26
Table3-2: Categorization:InputsandOutputs .......................................................................29
Table3-3: Evaluation:InputsandOutputs .............................................................................30
Table3-4: Selection:InputsandOutputs ..............................................................................31
Table3-5: Prioritization:InputsandOutputs ..........................................................................32
Table3-6: Balancin:InputsandOutputs ...............................................................................33
Table3-7: Authorization:InputsandOutputs .........................................................................35
Figure3-3: Reporting&ReviewProcessSummary .................................................................37
Table3-8: PortfolioReportingandReview:InputsandOutputs ...............................................38
Table3-9: StrategicChange:InputsandOutputs ...................................................................40
Appendices
Table1: AligningProcessGroup(3.2.1) ................................................................................58
Table2: Monitoring&ControllingProcessGroup(3.2.2) ........................................................58
Figure1: IdentificationProcessToolsandTechniques ...........................................................59
Figure2: ToolsandTechniquesforCategorizationProcess ....................................................60
Figure3: ToolsandTechniquesforEvaluationProcess ..........................................................62
Figure4: Multi-CriteriaScoringModel ...................................................................................63
Figure5: GraphicalComparisonBasedonTwoCriteria ..........................................................64
Figure6: ToolsandTechniquesforComponentSelection ......................................................65
Figure7: ToolsandTechniquesforComponentPrioritization ..................................................66
Figure8: SingleCriterionPrioritizationModel ........................................................................67
Figure9: MultipleCriteriaWeightedRanking .........................................................................67
Figure10: ToolsandTechniquesforPortfolioBalancing ........................................................68
Figure11: PortfolioBalancingUsingIndicatorsorCriteria ......................................................70
Figure12: PortfolioBalancingUsingStrategicCategoriesandTargetedBusinessUnits ...........70
Figure13: ToolsandTechniquesforComponentAuthorization ...............................................71
Figure14: ToolsandTechniquesforPortfolioReportingandReview .......................................71
Figure15: GraphicalRepresentationofaProjectandHowItPerformsComparedtoPreset
PerformanceCriteria ............................................................................................73
Figure16: ToolsandTechniquesforTrackingStrategicChange .............................................73
Figure17: GraphicalRepresentationofaRequiredChangeintheWeighttoUsefor
TwoCriteria .........................................................................................................74
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Foreword
OnbehalfoftheProjectManagementInstitute(PMI(cid:2))BoardofDirectors,Iampleased
to present PMI’s Standard for Portfolio Management.
Projectmanagementisoneofthosetermswithmultiplemeanings.Foralongtime
itwasassociatedonlywithprojects,butsometwentyyearsagothatbegantochange,
andtodayitisunderstoodtoincludeportfoliomanagementandprogrammanagement
as well.
Today the PMBOK(cid:2) Guide continues to be the de facto global standard for the
project management of single projects, as well as an American National Standard.
This new standard is an important step in PMI’s continuing commitment to define
thebodyofknowledgesupportingtheprojectmanagementprofession,andtodevelop
standards for its application. The Standard for Portfolio Management describes a
documented set of processes that represent generally recognized good practices in
portfoliomanagement. Further,it detailsthe linkagebetween consistent,predictable
andsuccessfulprojectoutcomes,whichaccomplishorfurtheranorganization’sstrate-
gic goals.
I would like to sincerely thank the globally diverse project team that worked so
diligently to bring this standard to fruition. The team, which consisted of a group of
416 PMI volunteers representing 36 countries, was led by project manager David W.
Ross, PMP, and assisted by deputy project manager Paul E. Shaltry, PMP. Dedicated
and competent volunteers continue to be the backbone of PMI’s success, and this
publication is yet another example.
ItrustthateachofyouwillfindthislatestadditiontothePMIlibraryofstandards
beneficial to yourself as well as to your organization.
Iain Fraser, Fellow PMINZ, PMP
2006 Chair – PMI Board of Directors
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