The Scope Covered by PPM
The HOPEX Project Portfolio Management option covers the following concepts:
• The management of project demands and candidate projects
• Project portfolio management
Prerequisites for Creating Projects
Importing the PPM module
To be able to use functionalities of HOPEX Project Portfolio Management, you must first import the PPM module.
To import a module in HOPEX, see Importing a Module into HOPEX.
It contains:
• The following portfolio types:
• project demand portfolios
• candidate project portfolios and projects in progress
• The states of the project:
• Project demand
• Candidate project
• Ongoing project
• The two criteria weighting models:
• PPM value & risk weighting model
• PPM flat weighting model
Defining project domains
Each project belongs to a project domain.
Before creating a project, you must create the corresponding domain.
Managing Project Demands and Candidate Projects
Identifying and documenting demands
The demand manager can create a project demand or research a project demand created from an idea.
For idea creation, see Submitting and evaluating ideas.The demand manager can document the project charter and its business case. He/she can in particular:
• Define the scope of the project in terms of deliverables or impact on the capabilities of the enterprise,
• Define a forecast budget,
• Identify the project risks,
• etc.
Assessing demands
The demand manager can assess a project demand:
• According to qualitative and quantitative criteria defined in the project demand portfolio.
• Through the qualitative assessment (business value level, strategic alignment, cost, global risk level), which is used to calculate a global score for the project and compare the projects between each other.
Validating demands
The demand manager can submit a project demand to the demand approver.
The approver can validate or reject the project demand.
A validated demand leads to the creation of a candidate project, submitted for assessment to project portfolio managers.
Assessing candidate projects
In the same way as demands are assessed, candidate projects can be assessed:
• According to qualitative and quantitative criteria defined in the project demand portfolio.
• Through the qualitative assessment (business value level, strategic alignment, cost, global risk level), which is used to calculate a global score for the project and compare the projects between each other.
Validating candidate projects
The approver can validate or reject the candidate project.
When a candidate project is validated, it takes on the status of a project in progress.
Following-up ongoing projects
The project portfolio manager assigns a manager to the project, responsible for follow-up of the progress of the project. You can view the calendar and the progress of a project in a report.
Project Portfolio Management
Selecting the projects and defining priorities
Portfolio managers and administrators define the project domains that determine the strategic perspectives of the organization in which the projects are classified (for example: "Business projects", "IT projects").
Arbitration portfolios are automatically associated with the domains of the projects created. They group the projects in the domain, classifying them according to their type (project demands, candidate projects and ongoing projects).
In an arbitration portfolio, the project portfolio manager and approver can create analysis portfolios; they represent a sub-set of projects in the arbitration portfolio and can be assigned to a specific project portfolio manager.
In an arbitration portfolio or an analysis portfolio, the project portfolio manager can:
• Browse, in read-only, the criteria assessed at the project level (for example, the strategic alignment level, the risk level, the cost level and other attributes specific to the project).
• Assess the criteria specific to the portfolio (other than the project criteria).
• Generate project comparison reports (for example, bubble charts) based on these criteria.
Using an arbitration portfolio or an analysis portfolio, the project portfolio manager can create scenarios.
In a scenario, the project portfolio manager can choose to select or not a given portfolio line (which is different from the project validation), and note the impact of this choice in dedicated reports.
Analyze and arbitrate portfolio projects
Using a portfolio, the project portfolio manager can generate analysis and comparison reports to compare, for example, the accumulated risks or costs of a given scenario.
The project portfolio manager can keep one scenario or a set of scenarios.