3.3 Relationship between P, Pg and strategic change - answerPg focus on larger
strategic objs
Pg deliver Ps in optimal order to realise strategic objs
, Pgs embed outputs from Ps to achieve benefits towards strategic objs
3.4 Situations where Programme Management appropriate - answerWhen:
Group of inter-related projects
Similar resource/tech needs
Manage a big change
Why:
Enables infrastructure Ps (roundabout)
Economies of scale
Long-term stability for big change
3.4 Situations where Portfolio Management appropriate -
answerOrganisation/Department level integration of Ps, Pgs and BAU - overview
Optimising return on investment across all activity
High-level decision making - resources/time/risk
3.6 Tools and techniques to determine factors which influence and impact projects -
answerPESTLE - external influences - risks, SHs, constraints, scope.
SWOT - internal influences - how to manage P.
VUCA - Volatile, speed of change - Uncertain, how well predict future - Complex,
number of factors to consider - Ambiguous, lack of clarity, interpretation.
3.7 Impact of legal and regulatory environment on projects - answerHealth & Safety.
DPA/FOI/GDPR. Employment Law.
Impacts:
Scope - include specific regulations e.g. disposal of chemicals
Risk - consider legislation related risks e.g. data breach - storage of data.
Schedule - consider laws around staffing e.g. Working hours/overtime
1.1 Matrix structure (Pros/Cons) - answerPros:
One PM for P - quick to react/dedicated to P.
Shared/global resources - efficient
Team have jo to return to at end of P - security
Cons:
Conflict between P/function for time/resources.
Overworked - 2 managers allocating work.
Harder to build team - temp/dedication
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