3 portfolio management process groups 3214 enterprise

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3 - PORTFOLIO MANAGEMENT PROCESS GROUPS3.2.1.4 Enterprise Environmental FactorsEnterprise environmental factors refer to internal or external conditions, not under the control of the portfolio organization, which influence, constrain, or direct a portfolio’s success. These factors occur externally to the portfolio organization and outside of its direct control, yet they impact the portfolio management decision processes.Enterprise environmental factors may constrain portfolio management options and may have a positive or negative influence on the outcome. Enterprise environmental factors include, but are not limited to:Organizational governance processes, culture, and detailed hierarchy structure;Legal constraints;Governmental or industry standards (e.g., regulatory agency regulations, codes of conduct, product standards, quality standards, and workmanship standards);Infrastructure (e.g., existing facilities and capital equipment);Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, law, contracting, and purchasing);Personnel administration (e.g., hiring and firing guidelines, employee performance reviews, and training records);Marketplace conditions;Portfolio management information system (i.e., tools, manual or automated, for information collection and distribution to support the portfolio management processes);Commercial databases (e.g., standardized cost estimating data, industry risk study, and information and risk databases);Organizational project management; andStakeholder risk tolerances.3.2.2 Key Deliverables Across Portfolio Management ProcessesThere are six key deliverables that are needed for the portfolio management processes. Table 3-2 describes each of these documents, their purpose, and the contents. The six deliverables are:Portfolio strategic plan,Portfolio charter,Portfolio management plan,Portfolio roadmap, andPortfolio.
39©2013 Project Management Institute.The Standard for Portfolio Management - Third Edition33 - PORTFOLIO MANAGEMENT PROCESS GROUPSTable 3-2. Key Deliverables for Portfolio Management ProcessesKEY DELIVERABLEPURPOSECONTENTVision for the portfolio, which is based on the alignment with the organization’s goals and objectivesAllocation of funds and resources for different types of initiatives (portfolios, subportfolios, and other work) and how these contribute to the organization’s objectivesPortfolio benefits are clearly and consistently identifiedInitiatives can be appraised and prioritizedStrategic objectives can be optimized with available resources and risksKey assumptions, constraints, dependencies, and risksPortfolio structure including a listing of the various portfolio components and other workPortfolio prioritization model The portfolio charter should include the portfolio vision, high-level scope, justification, success criteria, resources, and high-level timelines for portfolio delivery Identification of stakeholdersGovernance modelPortfolio oversight

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