Abstract
This chapter presents a method, applicable to the program and project portfolio prioritization procedures, named RAB2/E matrix (rapidity, autonomy and benefit / extended), where the letter “E” means “extended,” since this new approach is derived from another original matrix (RADAR DE PROJETOS 2015) with new features. After performing these procedures related to portfolio prioritization, any project management methodology—such as PMBoK©, PRINCE2®, and ZOPP—can be applied to control the tasks which have to be done. The already mentioned new features were implemented in the prior matrix according to the aspects of internal and external influences perceived. In order to get better comprehension of how this new method was planned, and which were its foundations, this chapter also describes some techniques that can be used as tools for program and project portfolio prioritization. A statistic sample about the implementation of this method RAB2/E matrix are in its conclusions.
TopIntroduction
Nowadays, and never before with the technology growing faster in an incredible rhythm, the Corporations has a so concurrent environment around they which pushes forward innovation and, consequently, Business Processes transformation as well.
The challenger, to keep the development and to maintenance the acquired market position (in order to reach a minimum target), is to balance the resources (Humans, Financials, and Technical) to extract the best possible return of investment to attend the Boad of Directors directives and their shareholders expectations.
The modern way to handle this challenger is to manage every action as a task, as part of a main Project included in a major Programme (with the principal target to build a product or to make available a service to be offer to the Corporate’s external Clientele), under a holistic view (allocating and deallocating the Resources as necessary or not anymore) aiming to optimize the costs and time schedule.
But, applying this way of handling this challenger by the implementation of a Program and Project Management, arises a new issue what is how to define the Programs and Projects most important (according to some rules and criteria) to be done first than another.
That is when, the technique to manage a Portfolio gets high focus and special attention, promoted with the sponsorship by the Strategic Planning Area/Sector which needs the feedback of this type of management to subsidize its governance.
It is recognized that an effective Program and Project Portfolio Management, inside the Organization, can provide strong support that can collaborate to administrate the constant and growing need of the Corporate World in to be able to meet the demands of their Clientele, as well as, to keep ahead of the competition regarding the functionalities and the quality of the services and products provided.
In the 2000 decade, in its beginning, the subject of Program and Project Portfolio Control became more prominent in the Program and Project Management literature.
Partly due to the growing importance of activities in the Project Area in Corporations and partly due to the problems arising by the coexistence of multiplex Programs and Projects, simultaneous and concurrent, inside the same Organization.
An effective Program and Project Portfolio Management System should provide elements for the Organization's Executives can decide which initiatives best reflect business needs.
That is, “do the right thing,” according to Drucker (1963, pp. 50-60), which in its context of Program and Project Portfolio Management, means mapping the most relevant opportunities and selecting the Programs and Projects most aligned with the Organizational Strategy.
The alignment between the Enterprise's Business Strategy and its Program and Project Portfolio – exemplified by PMI (2006), Ghapanchi, Tavana, Khakbaz & Low (2012, pp. 791-803), Costantino, Di Gravio & Nonino (2015, pp. 1744-1754) and Böhle, Heidling & Schoper (2016, pp. 1384-1392) – has been debated with interest by students and by organizations and some models have emerged in both Academic and Corporate scenarios.
This must happen, always when the PMO – Project Management Office is actioned to respond to this scenario, by making available new solutions that correspond to these expectations of the Business Areas.
Other examples of authors that researched this theme are Dye & Pennypacker (1999), Reyck, Grushka-Cockayne, Lockett, Calderini, Moura & Sloper (2005, pp. 524-537) and Carvalho & Rabechini Jr. (2006).
Additionally of to this Chapter Section “Introduction”, the exposition of the text of this chapter will follow the below Nomenclature Table as presented in below Table 1.
Table 1. Chapter sections nomenclature table
| Nomenclature |
| Problem approach |
| Author expertise |
| Methodology applied |
| Theory references |
| RAB2/E Matrix |
| Method implementation |
| Method application |
| Conclusions |
| Future works |
| References |
Key Terms in this Chapter
Risk: Evaluation of the possibilities of occurrence of Situations or Facts, which generate impact in the execution of a planning, with the definition of applicable Workaround Solutions.
Portfolio: CATALOG of Services or Products, offered by the Organization or Area, which can meet the demands of Clients or Users.
Programme: GROUP of Projects which has the same target and those will be development together to achieve the same objective.
Prioritization: Organization of actions in descending order, based on the calculated Importance of Delivery index within established criteria, to guide the focus of initiatives.
Methodology: Set of rules organized, sequentially by Processes, for building a Product or obtaining a Result.
Case: A way to validate an Idea or Project testing its effectiveness, in a real world Organizational environment implementation, according to the obtaining results found.
Management: Holistic view of all the work to be carried out, considering positive and negative impact factors on whether or not it is carried out, aiming to make the allocated Return on Investment more productive and profitable.
Planning: Sequential organization of Work Stages, with the prediction of allocation of Human and Financial Resources, in order to achieve a Goal.
Project: Sequencing of Activities and Tasks in the form of a Schedule, with the definition of Technicians and the Costs involved, with the aim of achieving a goal.
Strategy: Coordinated actions for execution in the Medium Term, which aim to achieve the result targets planned by the organization.
Exogeneous: External factors, from outside limits of a System or of a Process, which can interfere in its expected results.