Page 379 - Global Project Management Handbook

18-20 MANAGEMENT OF THE PROJECT-ORIENTED COMPANY

TABLE 18.8 Table of Contents of the Guidelines for Project Portfolio Management
Table of Contents: Guidelines for project portfolio management
1 Introduction
1.1 Objectives, content of the guidelines for project portfolio management
1.2 Updating of the guidelines
2 Definitions
2.1 Definition: Project and types of projects
2.2 Definition: Chain of projects, project portfolio, network of projects
3 Project portfolio processes
3.1 Process: Assignment of a project or a program
3.2 Process: Project portfolio coordination
3.3 Process: Networking of projects
4 Roles of project portfolio management
Proposal team
Expert Pools
Project Portfolio Group
PM Office
5 Methods and tools for project portfolio management
5.3 Use of methods for project portfolio management
5.4 Tools for project portfolio management
6 Appendices
6.1 Templates for project portfolio management
6.2 Glossary

work-package specifications, standard responsibility matrices, and standard organizational
charts, for example, can be used as standards for performing such projects.
The use of standard plans reduces the amount of planning at the start of a new project
and makes it possible to revert to former experiences. The international IT concern
Oracle, for example, provides its projects with standard plans for contracting projects,
differentiated according to the implementation of various information technologies.
The use of standard project plans involves a risk owing to its “linear” application,
without appropriately considering the specifics of a new project. Attention therefore
must be paid to the adequate adaptation of the standard project plans in order to

account for the specifics of a project.

INFRASTRUCTURES OF THE PROJECT-ORIENTED COMPANY

The infrastructure of a project-oriented organization can be differentiated into IT, telecom-
munications, and spatial infrastructure. These three dimensions of the infrastructure are
treated differently in the following and yet are also considered in their relationships with
each other. The implementation of cabling in order to implement an IT network, for exam-
ple, depends on the spatial infrastructure. To implement temporary organizations, project-
oriented companies need these infrastructures to be as flexible as possible.

IT Infrastructure of the Project-Oriented Company
Essential elements of the IT infrastructure of the project-oriented company are the sys-
tem platform, the IT network, and the application software. The system platform of a