In this section, David will explain the three project-related concepts in PMP. After clarifying the internal logic of these three concepts, we will further explain the different management methods that are derived from these three concepts in the next section.

A, project

A PMP project is a temporary work to create a unique product, service, or result. Let’s look at an example.

David once worked with his friends on an online research platform. From the design of the platform to its successful launch, it took 3 months in total. This work was a project. First of all, this work has a clear goal, to establish an online research platform; Second, the job has a definite time frame of three months. Temporary here does not mean that the time is very short, for example, the construction project of Hangzhou Metro Line 3, which started in 2017 and was completed in 22 years, lasted 5 years. Temporary means that the work has a definite beginning and end time. Here is a way to identify ongoing tasks and projects on a daily basis. First, daily continuous work is repetitive, such as assembling cars on the production line, and cleaning every day by the day on duty. Projects have specific timelines. The results of constant work on the second day were relatively clear. For example, Foxconn produced Apple mobile phones, and the qualified rate of each batch of products was basically fixed. But projects are different. They may achieve their goals and produce results, they may fail, and they may even die.

But the idea of sticking to the project doesn’t make sense, says David. The final point we need to learn PMP is to learn its ideas and methods, as long as there is a goal of the work, we can use the PMP ideas and methods to manage, even life, as for the work is not a project, that is secondary.

What is the outcome of a project?

The process of a project is exactly the same as that of life. There are no more than three endings.

  • successful

A successful project is one that achieves a goal and successfully creates the desired product, service, or result within a specified time frame.

  • failure

Successful projects are always similar, and unsuccessful projects are different. There is a serious time lag, resulting in the product online, has fallen behind; Creative products and needs are very different; Some customers’ demands have changed too much, resulting in the products being returned to the furnace after they were not satisfied with them.

  • die

David once participated in a real estate credit project. The project has completed the demand survey work, but was finally suspended due to the policy risk involved in illegal fund-raising.

II. Project Portfolio

For the enterprise, the purpose of the portfolio is to manage these projects around the strategic objectives of the enterprise.

Source: http://wiki.mbalib.com/wiki/%… This picture is the core structure of strategic objectives. The strategic objectives of the enterprise revolve around the mission of the enterprise and are elaborated from four dimensions: market, profit, society and innovation. To achieve the strategic goal, the enterprise must decompose the goal.

In order to achieve these small goals, we have to accomplish them through various projects. All of these projects are combined into the enterprise’s portfolio.

It can be seen that the project portfolio is all the projects carried out around the strategic goal of the enterprise. Although it is said that the strategic goal is centered, the strategic goal is often relatively empty and involves a wide range of aspects. Therefore, many projects are not directly related to each other, but there is only a competitive relationship at the level of enterprise resources. For example, the project of the finance department and the project of the tourism department are far apart. The enterprise manages these projects through a portfolio.

1. Subportfolio

Projects in the rose-red area can form “subportfolios” because they are not related to each other by producing common results or overall capabilities. For example, all the projects under the tourism division can be regarded as a sub-project portfolio.

III. Project Set

The projects in the green background in the figure form a project set because they are linked together by a common Stage 1 goal. For example, the smart tourism of a scenic spot includes basic network projects, monitoring projects and software projects. These projects together constitute the smart tourism projects of the scenic spot, and these projects can be managed as project sets.

Four, the relationship between the three

The three are the relationship between the parts and the whole. A portfolio can be composed of subportfolios, item sets, and projects. The item set can be composed of subitem sets and items.

Five, the summary

category The difference between
project Give yourself time to accomplish your goals
Project Portfolio (Subportfolio) Multiple projects within the same company that do not produce a common result or overall capability. These projects may be linked by a common department, party, resource, or technology.
Item set Multiple projects within the same company that produce a common result or overall capability.