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PMP value delivery system
[PMP Value Delivery System] in the PMP exam tutorial is described from five aspects: value creation, organizational governance system, project-related functions, project environment, and product management considerations.
Edited at 2022-08-01 15:09:24- bacteria
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PMP value delivery system
- bacteria
This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
- Plant asexual reproduction
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
- Reproductive development of animals
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
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- Outline
PMP value delivery system
Create value
How projects create value
Create new products, services or results that meet customer or end-user needs
Make a positive social or environmental contribution
Improve efficiency, productivity, effectiveness or responsiveness
Drive necessary changes to facilitate the organization's transition to the desired future state
Benefits from maintaining previous programs, projects, or business operations
value delivery components
Components of a value delivery system
The components in a value delivery system create the deliverables used to produce results
A value delivery system project can contain multiple programs and projects
Operations can directly support and impact portfolios, programs and projects, as well as other business functions
Portfolios, programs, and projects interact with each other and impact operations
A value delivery system is part of an organization's internal environment, which is governed by policies, procedures, methodologies, frameworks, governance structures, etc.
The internal environment exists within the larger external environment, including the economy, competitive environment, legal constraints, etc.
Information Flow
Information flow example
forward information flow
Black arrows represent information from senior leadership to portfolios, portfolios to programs and projects, and then to operations
Senior leaders share strategic information with the project portfolio
Portfolios share expected outcomes, benefits and value with programs and projects
Program and item deliverables are passed to operations along with their support and maintenance information
reverse information flow
Information from operations to programs and projects indicates adjustments, fixes, and updates to deliverables
Programs and projects provide the portfolio with performance information and progress toward achieving expected results, benefits, and value
Portfolio provides performance reviews of the portfolio with senior leadership
Operations also provides information about how the organization's strategy is progressing
organizational governance system
Governance systems work in tandem with value delivery systems to enable smooth workflows, manage issues and support decision-making
A governance system provides a framework that contains the functions and processes that guide activities
A governance framework can include elements such as oversight, control, valuation, integration between components, and decision-making capabilities
A governance system provides an integrated structure for assessing changes, issues and risks related to the environment and any component of the value delivery system
These components include portfolio objectives, program benefits, and deliverables produced by the project
Project governance includes defining the authority for approving changes and making other business decisions related to the project
Project governance is aligned with program and organization governance
Project related functions
Provide supervision and coordination
Individuals with this function help the project team achieve project goals, typically by orchestrating project work
Coordination involves consulting with management and business unit leaders for ideas to advance goals, improve project performance, or meet customer needs
May also include assistance with commercial analysis, tender and contract negotiations, and business case development
Provide goals and feedback
People in this function provide customers and end users with perspective, insights and clear guidance
Projects require clear guidance from clients and end users on project needs, outcomes and expectations
Guidance and support
Guidance and support functions may be closely related to supervision and coordination, depending on the nature of the project
This job involves encouraging project team members to participate, collaborate, and share a sense of responsibility for work output
Facilitation helps the project team reach consensus on solutions, resolve conflicts and make decisions
Carry out work and contribute insights
Apply professional knowledge
Individuals with this function provide knowledge, vision, and expertise related to project-specific topics
Provide business direction and insight
People with this function guide and clarify project direction or product outcomes
It involves prioritizing requirements or backlog items based on business value, dependencies, and technical or operational risks
Provide feedback to the project team and set direction for the next increment or element to be developed or delivered
The goal is to maximize the value of project deliverables
Provide resources and direction
People in this role drive projects and communicate the organization's vision, goals and expectations to project teams and the broader stakeholder group
maintain governance
Those who perform governance functions approve and support recommendations made by the project team and monitor the project's progress toward achieving expected outcomes
Project environment
internal environment
Factors internal to an organization may come from the organization itself, portfolios, programs, other projects, or a combination of these sources
Include artifacts, practices, or internal knowledge
Examples include
process assets
Process assets may include tools, methodologies, methods, templates, frameworks, patterns or PMO resources
Governance documents
This document includes policies and procedures
data assets
Data assets may include databases, repositories, metrics, data, and artifacts from previous projects
intellectual assets
Knowledge assets may include the tacit knowledge of project team members, subject matter experts, and other employees
security and safety
Security and safety measures may include procedures and practices for facility access, data protection, confidentiality levels and proprietary secrets
Organizational culture, structure and governance
These aspects of the organization include vision, mission, values, beliefs, cultural norms, leadership style, hierarchy and authority relationships, organizational style, ethics and codes of conduct
Geographic distribution of facilities and resources
These resources include work locations, virtual project teams, and shared systems
infrastructure
Infrastructure includes existing facilities, equipment, organization and telecommunications channels, information technology hardware, availability and functionality
information technology software
Examples include scheduling software, configuration management systems, web interfaces to online automation systems, collaboration tools, and work authorization systems
Resource availability
Examples include contracting and procurement constraints, approved suppliers and subcontractors, and partnership agreements
Staff ability
Examples include general and specific professional knowledge, skills, abilities, techniques and knowledge
external environment
market conditions
Market conditions include competitors, market share, brand awareness, technology trends and trademarks
Social and cultural influences and issues
These factors include political climate, regional customs and traditions, public holidays and events, codes of conduct, ethics and ideas
regulatory environment
The regulatory environment may include national and regional laws and regulations related to security, data protection, business conduct, employment, licensing and procurement
business database
Database includes standardized cost estimate data and industry risk research information
Academic Research
This research may include industry studies, publications and benchmarking results
Industry Standard
These standards relate to products, production, environment, quality and workmanship
financial considerations
These considerations include exchange rates, interest rates, inflation, taxes and duties
physical environment
The physical environment is related to working conditions and weather
Product Management Considerations
Product life cycle example
Product management involves integrating people, data, processes and business systems to create, maintain and develop products or services throughout the product life cycle
Product life cycle refers to a series of stages in the entire evolution of a product from introduction, growth, maturity to decline.
Product management can take different forms
Program management in the product life cycle
This approach includes related projects, subprograms, and program activities
For very large or long-running products, one or more product life cycle stages may be complex enough to warrant a series of collaborative programs and projects.
Project management in the product life cycle
This approach oversees the development of product features to maturity as an ongoing business activity
Project team governance will ad hoc individual projects as needed to perform enhancements and improvements to the product or to produce other unique results
Product management within the program
This approach applies the full product lifecycle within the scope of a given program