Lean PPM™ Templates

Templates for Effective Lean Project Portfolio Management™

Roles, Responsibilities and Meetings from the Lean PPM™ Framework

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 PPM™ Roles and Responsibilities

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Lean PPM™ Meetings and Participants

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Process Flow of Lean Project Portfolio Management™

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Technical Guide to Achieve Lean PPM™

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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.

Initiator

PPM Responsiblities:

  • 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

Portfolio Coordinator

PPM Responsiblities:

  • Responsible for all or part of the company’s project portfolio (e.g., for a business unit or aprogram)
  • 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

Pipeline Review Committee Member

PPM Responsiblities:

  • Review, evaluate and prioritize initiatives

Typical Organizational Role: 

  • Department Manager
  • Business Expert

Portfolio Board Member

PPM Responsiblities:

  • 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

Project Manager

PPM Responsiblities:

  • Reports project status
  • Reports project resource requirements
  • Escalates project issues
  • Presents project to decision-making board (if required)

Typical Organizational Role: 

  • Project Manager

Resource Manager

PPM Responsiblities:

  • 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

Team Member

PPM Responsiblities:

  • Works on assigned projects

Typical Organizational Role: 

  • Any employee

Execution Steering Member

PPM Responsiblities:

  • 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

HR Manager

PPM Responsiblities:

  • Develops roles and skills with business unit leaders
  • Defines with business unit leaders who has booking rights on which role

Typical Organizational Role: 

  • HR Manager

 

HR Assistant

PPM Responsiblities:

  • Keeps record of employment up-to-date, including hire/termination date, departmental allocation, work schedule, and holidays

Typical Organizational Role: 

  • HR Assistant

Strategy Manager

PPM Responsiblities:

  • 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. 

Proposal Coaching

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

Pipeline Review Committee Meeting

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

Portfolio Board Meeting

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

Resource Conflict Resolution Meeting

Participants:

  • Project Managers
  • Resource Managers
  • Portfolio Coordinator (if needed)

Input:

  • Resource management issues

Output:

  • Resource challenges resolutions

Activities:

  • Designs and discusses working solutions for resource conflicts
  • Unresolved issues are escalated to the Execution Steering

Recommended Frequency:

  • Weekly

Execution Steering Meeting

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

Strategy Workshop

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.

Process Flow of Lean Project Portfolio Management™
Project Portfolio Management Template with Meetings Overview

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