PPM at a Glance
Are you looking for a summary of the most important aspects of Lean Project Portfolio Management™? Here you will find templates and guides for:
Lean Project Portfolio Management™ Templates: Roles and Responsibilities
In Lean Project Portfolio Management™, it’s important that a sensible division of labor is established through clearly defined responsibilities. Use the following roles in your organization to create a working Lean PPM™ framework.
PPM Responsibilities:
- Brings in initiative
- Captures initiative and details it out in the project proposal
- Presents project proposal to Pipeline Review Committee (if required)
Typical Organizational Role:
- Manager
- Key Account Manager
- Expert
PPM Responsibilities:
- Responsible for all or part of the company’s project portfolio (e.g., for a business unit or a program)
- Guides other roles through the entire process
- Translates strategy into project prioritization criteria
- Supports Initiator during idea phase, for example, by facilitating resource requirement estimates
- Creates portfolio suggestions
- Prepares decision-making meetings (outside of execution phase)
Typical Organizational Role:
- Head of PMO
- PMO Team Member
- Business Unit Manager
- Program Manager
- IT Coordinator
PPM Responsibilities:
- Reviews, evaluates and prioritizes initiatives
Typical Organizational Role:
- Department Manager
- Business Expert
PPM Responsibilities:
- Responsible for seeing strategy through to execution by using successful project portfolio management
- Exerts control over active portfolio
- Makes decisions regarding issues in active portfolio
- Decides on the future project portfolio and the respective budgets
Typical Organizational Role:
- Senior Manager
- Executive
PPM Responsibilities:
- Reports project status
- Reports project resource requirements
- Escalates project issues
- Presents project to decision-making board (if required)
Typical Organizational Role:
- Project Manager
PPM Responsibilities:
- Ensures correct mapping of resources to roles & skills
- Staffing: (re-)assigns resources to projects
- Resolves day-to-day/tactical resource management issues
Typical Organizational Role:
- Team Lead
PPM Responsibilities:
- Works on assigned projects
Typical Organizational Role:
- Any employee
PPM Responsibilities:
- Responsible for executing strategy through individual projects
- Exerts control over active projects
- Makes decisions regarding issues in active project
- Resolves project management challenges
Typical Organizational Role:
- Department Manager
- Senior Manager
- Executive
PPM Responsibilities:
- Develops roles and skills with business unit leaders
- Defines with business unit leaders who has booking rights on each role
Typical Organizational Role:
- HR Manager
PPM Responsibilities:
- Keeps record of employment up-to-date, including hire/termination date, departmental allocation, work schedule, and holidays
Typical Organizational Role:
- HR Assistant
PPM Responsibilities:
- Works with Portfolio Coordinator to translate strategy into evaluation criteria (Strategy Workshop)
Typical Organizational Role:
- Manager
Lean Project Portfolio Management™ Templates: Meetings & Participants
The Lean PPM™ framework ensures overall project portfolio coordination efforts are in fact lean in nature. With that in mind, it’s important to only set up the truly necessary meetings and make sure they are efficiently conducted through good preparation.
Participants:
- Initiator
- Portfolio Coordinator
Input:
- Ideas, demands, opportunities
Output:
- Quality assured new initiative
Activities:
- The Initiator explains their idea in detail
- The Portfolio Coordinator gives feedback and assists in developing initiative
Recommended Frequency:
- Weekly
Participants:
- Pipeline Review Committee Member
- Portfolio Coordinator
- Initiator (if needed)
Input:
- Quality assured new initiatives
Output:
- Ranked list of initiatives
Activities:
- Committee reviews and ranks initiatives in light of current strategic goals
Recommended Frequency:
- Monthly
Participants:
- Portfolio Board Member
- Portfolio Coordinator
- Project Manager (if needed)
Input:
- Current portfolio status
- Proposed project portfolio
Output:
- Approved project portfolio
Activities:
- The Portfolio Coordinator presents the proposed portfolio, including the status of ongoing projects and new initiatives
- The Portfolio Board requests changes to priorities, timing, budget, and key resources
- The Portfolio Board decides on the future portfolio and the respective budgets
- The Portfolio Coordinator communicates the decisions and ensures transparency of all changes
Recommended Frequency:
- Monthly to Quarterly
Participants:
- Project Managers
- Resource Managers
- Portfolio Coordinator (if needed)
Input:
- Resource management issues
Output:
- Resolutions to resource challenges
Activities:
- Designs and discusses working solutions for resource conflicts
- Escalates unresolved issues to the Execution Steering Committee
Recommended Frequency:
- Weekly
Participants:
- Execution Steering Committee Members
- Project Manager
Input:
- Project status report
- Issues escalated by project manager
- Unresolved issues from Resource Conflict Resolution meeting
Output:
- Solutions
- Additional measures
Activities:
- Reviews project status
- Solves problems by changing scope or shifting resources within the project
Recommended Frequency:
- Monthly
Participants:
- Strategy Manager
- Portfolio Coordinator
Input:
- Company strategy
Output:
- Catalog of project prioritization criteria
Activities:
- Discusses strategy
- Determines project prioritization criteria and their weighting
Recommended Frequency:
- Every 6 to 12 months
Lean Project Portfolio Management™ Templates: Snapshot of the Framework
Need a visual to better understand how all the required meetings within each stage of Lean PPM™ interact? The graphic below helps to visually bring it all together.
What Brittany loves about Meisterplan
The biggest value that Meisterplan gives us is the ability to communicate across the enterprise what’s being worked on. It adds transparency as to why things are stacked ranked, and it holds people accountable to decisions that were made. This has resulted in more projects being completed on time, and more projects being aligned to a strategy, because they were accurately prioritized.
What Dennis loves about Meisterplan
Meisterplan offers us so much more than just a tool. We benefit a lot from the Lean PPM™ framework and the best practices we can implement for our needs. Give it a try!
What François loves about Meisterplan
Meisterplan gives me an overview of our global IT project landscape. A step-by-step implementation enabled us to cope with the complexity of our project portfolio. When setting up our PMO, we oriented ourselves strongly towards Lean PPM.
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