Multi project management - Revision history

Matute at 09:15, 8 July 2026

2026-07-08T09:15:54Z

← Older revision		Revision as of 09:15, 8 July 2026
Line 1:		Line 1:
	''Developed by Fabien Bertrand''		''Developed by Fabien Bertrand''

Tkokotas at 15:19, 18 December 2018

2018-12-18T15:19:58Z

← Older revision		Revision as of 15:19, 18 December 2018
Line 1:		Line 1:
	~~[[Category:Decision Making‏‎]] [[Category:Mathematical model]] [[Category:Complexity]] [[Category:Tool]] [[Category:Strategic Management]]~~		''Developed by Fabien Bertrand''


	A project management is difficult because of costs and schedules. A multi project management is even harder and if the different projects have different topics, then it becomes a challenge to ensure the planned schedules while complying with the costs. Moreover, the communication with the clients and the colleagues become pretty harsh<ref>[''http://projectcoordinator.net/en/solutions/multi-project-management''] ''Description of a MPM'' </ref>. You have to be careful about information you can share or not while staying meaningful and accurate.		A project management is difficult because of costs and schedules. A multi project management is even harder and if the different projects have different topics, then it becomes a challenge to ensure the planned schedules while complying with the costs. Moreover, the communication with the clients and the colleagues become pretty harsh<ref>[''http://projectcoordinator.net/en/solutions/multi-project-management''] ''Description of a MPM'' </ref>. You have to be careful about information you can share or not while staying meaningful and accurate.

Line 121:		Line 123:
	== References ==		== References ==
	<references />		<references />

			[[Category:Decision Making‏‎]] [[Category:Mathematical model]] [[Category:Complexity]] [[Category:Tool]] [[Category:Strategic Management]]

Tkokotas at 17:18, 23 October 2018

2018-10-23T17:18:25Z

← Older revision		Revision as of 17:18, 23 October 2018
Line 1:		Line 1:
	~~[[Category:Logic]]~~ [[Category:Decision Making‏‎]] [[Category:Mathematical model]] [[Category:Complexity]] [[Category:Tool]] [[Category:Strategic Management]]		[[Category:Decision Making‏‎]] [[Category:Mathematical model]] [[Category:Complexity]] [[Category:Tool]] [[Category:Strategic Management]]
	A project management is difficult because of costs and schedules. A multi project management is even harder and if the different projects have different topics, then it becomes a challenge to ensure the planned schedules while complying with the costs. Moreover, the communication with the clients and the colleagues become pretty harsh<ref>[''http://projectcoordinator.net/en/solutions/multi-project-management''] ''Description of a MPM'' </ref>. You have to be careful about information you can share or not while staying meaningful and accurate.		A project management is difficult because of costs and schedules. A multi project management is even harder and if the different projects have different topics, then it becomes a challenge to ensure the planned schedules while complying with the costs. Moreover, the communication with the clients and the colleagues become pretty harsh<ref>[''http://projectcoordinator.net/en/solutions/multi-project-management''] ''Description of a MPM'' </ref>. You have to be careful about information you can share or not while staying meaningful and accurate.

Tkokotas at 16:50, 23 October 2018

2018-10-23T16:50:01Z

← Older revision		Revision as of 16:50, 23 October 2018
Line 1:		Line 1:
	[[Category:Logic]] [[Category:Decision ~~making~~]] [[Category:Mathematical model]] [[Category:Complexity]] [[Category:Tool]] [[Category:Strategic Management]]		[[Category:Logic]] [[Category:Decision Making‏‎]] [[Category:Mathematical model]] [[Category:Complexity]] [[Category:Tool]] [[Category:Strategic Management]]
	A project management is difficult because of costs and schedules. A multi project management is even harder and if the different projects have different topics, then it becomes a challenge to ensure the planned schedules while complying with the costs. Moreover, the communication with the clients and the colleagues become pretty harsh<ref>[''http://projectcoordinator.net/en/solutions/multi-project-management''] ''Description of a MPM'' </ref>. You have to be careful about information you can share or not while staying meaningful and accurate.		A project management is difficult because of costs and schedules. A multi project management is even harder and if the different projects have different topics, then it becomes a challenge to ensure the planned schedules while complying with the costs. Moreover, the communication with the clients and the colleagues become pretty harsh<ref>[''http://projectcoordinator.net/en/solutions/multi-project-management''] ''Description of a MPM'' </ref>. You have to be careful about information you can share or not while staying meaningful and accurate.

Fabien at 20:23, 28 September 2015

2015-09-28T20:23:32Z

Fabien: /* Multi-Project Manangement as Program Management to solve uncertainty */

2015-09-28T20:14:47Z

Multi-Project Manangement as Program Management to solve uncertainty

← Older revision		Revision as of 20:14, 28 September 2015
Line 75:		Line 75:
	For example, when you are renovating a water-treatment plant, Civil engineering want to build the walls on time, the electricians want to finish their electrical installation on time. Each part during the construction process has its proper goal. But at the end, this multi-project has only one goal, increase the wastewater treatment.		For example, when you are renovating a water-treatment plant, Civil engineering want to build the walls on time, the electricians want to finish their electrical installation on time. Each part during the construction process has its proper goal. But at the end, this multi-project has only one goal, increase the wastewater treatment.

	This example of MPM can even be extended to a Portfolio Management because it is a long-term program for environment. If the manager of this MPM communicates about this idea, we approach a Portfolio point of view.		This example of MPM can even be extended to a Portfolio Management because it is a long-term program for environment. If the manager of this MPM communicates about this idea, we approach a Portfolio point of view<ref>[''http://apppm.man.dtu.dk/index.php/Risk_management_in_project_portfolios''] ''Name of link'' </ref>.

	'''How Program Management can solve some uncertainty problem in a MPM?'''		'''How Program Management can solve some uncertainty problem in a MPM?'''

Fabien: /* Limitations of Program Management approach */

2015-09-28T20:12:51Z

Limitations of Program Management approach

← Older revision		Revision as of 20:12, 28 September 2015
Line 98:		Line 98:


	If the name "Multi Project Management" contains the word Project, there are reasons. If the Program Management would be the best solution for the MPM it would be called "Multi Program Management". It exists but it is totally different compared to the previous topic. So, there are some limitations for the Program Management described in figure 5 approach whose the main characteristics are:		If the name "Multi Project Management" contains the word Project, there are reasons. If the Program Management would be the best solution for the MPM it would be called "Multi Program Management". It exists but it is totally different compared to the previous topic. So, there are some limitations for the Program Management described in figure 5 approach whose the main characteristics are<ref>[''http://www.projectmanagementlearning.com/what-are-the-limitations-of-project-management.html''] ''Name of link'' </ref>:

Fabien: /* Uncertainty of multiple project management */

2015-09-28T20:09:08Z

Uncertainty of multiple project management

← Older revision		Revision as of 20:09, 28 September 2015
Line 60:		Line 60:
	[[File:Probability and Impact Matrix.png\|500px\|thumb\|left\|Figure 3: Probability and Impact Matrix]]		[[File:Probability and Impact Matrix.png\|500px\|thumb\|left\|Figure 3: Probability and Impact Matrix]]

	The Risk Matrix is also popularly known as the Probability and Impact Matrix. The Risk Matrix is used during Risk Assessment and is born during Qualitative Risk Analysis in the Risk Management process. It is a very effective tool that could be used successfully with Senior Management to raise awareness and increase visibility of risks so that sound decisions on certain risks can be made in context.		The Risk Matrix is also popularly known as the Probability and Impact Matrix<ref>[''http://network.projectmanagers.net/profiles/blogs/what-is-a-risk-matrix''] ''Name of link'' </ref>. The Risk Matrix is used during Risk Assessment and is born during Qualitative Risk Analysis in the Risk Management process. It is a very effective tool that could be used successfully with Senior Management to raise awareness and increase visibility of risks so that sound decisions on certain risks can be made in context.

	A risk is “rated” for its Probability and Impact on a scale to see how important it is and if it can be enter into the Risk Management or not. Which Risks in the process move forward into the Risk Management process will depend on the industry, company, project and people. Some are by nature more risk tolerant than others. For example, we can have a Multi-Project where the team agrees that any risk that is in the orange or red cell can move forward in the Risk Management process. The rest remain in the watch list and are “accepted”. Another Multi-project could have different criteria by not taking the yellow cell.		A risk is “rated” for its Probability and Impact on a scale to see how important it is and if it can be enter into the Risk Management or not. Which Risks in the process move forward into the Risk Management process will depend on the industry, company, project and people. Some are by nature more risk tolerant than others. For example, we can have a Multi-Project where the team agrees that any risk that is in the orange or red cell can move forward in the Risk Management process. The rest remain in the watch list and are “accepted”. Another Multi-project could have different criteria by not taking the yellow cell.

Fabien: /* Background */

2015-09-28T20:07:51Z

Background

← Older revision		Revision as of 20:07, 28 September 2015
Line 13:		Line 13:

	First, it is important to explain the difference between Program Management and Project Management as seen in figure 1. The best way to explain it can be this sentence:		First, it is important to explain the difference between Program Management and Project Management as seen in figure 1. The best way to explain it can be this sentence:
	''Project managers manage projects and program managers manage a portfolio of projects.'' So with this difference, it is clear that a Multiple Projects Management (MPM) can be approached with a Project Management point of view or with a Program Management point of view.If a MPM is just considered as a big project then it is a Project Management point of view. However, if a MPM is a portfolio of projects then it is the Program point of view.		''Project managers manage projects and program managers manage a portfolio of projects<ref>[''http://management.simplicable.com/management/new/program-management-vs-project-management''] ''Name of link'' </ref>.'' So with this difference, it is clear that a Multiple Projects Management (MPM) can be approached with a Project Management point of view or with a Program Management point of view.If a MPM is just considered as a big project then it is a Project Management point of view. However, if a MPM is a portfolio of projects then it is the Program point of view.

	[[File:Project, Program and Portfolio Management.jpeg\|500px\|thumb\|right\|Figure 1: Project, Program and Portfolio Management]]		[[File:Project, Program and Portfolio Management.jpeg\|500px\|thumb\|right\|Figure 1: Project, Program and Portfolio Management]]

Fabien: /* Uncertainty of multiple project management */

2015-09-28T20:06:52Z

Uncertainty of multiple project management

← Older revision		Revision as of 20:06, 28 September 2015
Line 27:		Line 27:
	== Uncertainty of multiple project management ==		== Uncertainty of multiple project management ==

	From early phases, MPM should be defined: planning, cost and time. But there is other information, unknown, which need to be recorded. Uncertainty can be defined as the difference between the information required to make a decision and the available information.		From early phases, MPM should be defined: planning, cost and time. But there is other information, unknown, which need to be recorded. Uncertainty can be defined as the difference between the information required to make a decision and the available information<ref>[''http://doc.utwente.nl/70238/1/Leus04hierarchical.pdf''] ''Name of link'' </ref>.

	There are two concepts attached to uncertainty:		There are two concepts attached to uncertainty:
Line 65:		Line 65:

	If you are just taking a Project Management point of view for the risks, you are just taking care of your single project, but it may compromise the safety of the others projects. To ensure the safety for the MPM, you have to choose the Program Management having a global point of view of the MPM. It permits to target the risks for the MPM without favorize one project compared to the others. You have to choose the collaborative Management and not the concurrential Management.		If you are just taking a Project Management point of view for the risks, you are just taking care of your single project, but it may compromise the safety of the others projects. To ensure the safety for the MPM, you have to choose the Program Management having a global point of view of the MPM. It permits to target the risks for the MPM without favorize one project compared to the others. You have to choose the collaborative Management and not the concurrential Management.




	== Multi-Project Manangement as Program Management to solve uncertainty ==		== Multi-Project Manangement as Program Management to solve uncertainty ==

← Older revision		Revision as of 20:23, 28 September 2015
Line 1:		Line 1:
	[[Category:Logic]] [[Category:Decision making]] [[Category:Mathematical model]] [[Category:Complexity]] [[Category:Tool]] [[Category:Strategic Management]]		[[Category:Logic]] [[Category:Decision making]] [[Category:Mathematical model]] [[Category:Complexity]] [[Category:Tool]] [[Category:Strategic Management]]
	A project management is difficult because of costs and schedules. A multi project management is even harder and if the different projects have different topics, then it becomes a challenge to ensure the planned schedules while complying with the costs. Moreover, the communication with the clients and the colleagues become pretty harsh<ref>[''http://projectcoordinator.net/en/solutions/multi-project-management''] ''~~Name~~ of ~~link~~'' </ref>. You have to be careful about information you can share or not while staying meaningful and accurate.		A project management is difficult because of costs and schedules. A multi project management is even harder and if the different projects have different topics, then it becomes a challenge to ensure the planned schedules while complying with the costs. Moreover, the communication with the clients and the colleagues become pretty harsh<ref>[''http://projectcoordinator.net/en/solutions/multi-project-management''] ''Description of a MPM'' </ref>. You have to be careful about information you can share or not while staying meaningful and accurate.

	Multiple Project Management is composed of many projects related together. MPM is often understood as just many single projects that you have to achieve one by one reaching each deliverables planned. So,MPM is located between Program Management and Portfolio Management but it is different. That is more than a Program but less than a Portfolio.		Multiple Project Management is composed of many projects related together. MPM is often understood as just many single projects that you have to achieve one by one reaching each deliverables planned. So,MPM is located between Program Management and Portfolio Management but it is different. That is more than a Program but less than a Portfolio.

	In multiple project management, the management of the schedules will be studied further. Most of multiple projects are seen by the manager as a big project<ref>[''http://umu.diva-portal.org/smash/get/diva2:630634/FULLTEXT01.pdf''] ''~~Name of link~~'' </ref>. They are forgetting the Program Management point of view which looks farther than schedules and costs. This approach can solve problems which cannot be solved by a project point of view.		In multiple project management, the management of the schedules will be studied further. Most of multiple projects are seen by the manager as a big project<ref>[''http://umu.diva-portal.org/smash/get/diva2:630634/FULLTEXT01.pdf''] ''Thesis about MPM and the difference with project or program management'' </ref>. They are forgetting the Program Management point of view which looks farther than schedules and costs. This approach can solve problems which cannot be solved by a project point of view.
	The management of different critical paths will be different with benefits goals and not deliverables goals. With this point of view, a multiple project or a complex project will aim short term deliverables but also long term benefits.		The management of different critical paths will be different with benefits goals and not deliverables goals. With this point of view, a multiple project or a complex project will aim short term deliverables but also long term benefits.

Line 13:		Line 13:

	First, it is important to explain the difference between Program Management and Project Management as seen in figure 1. The best way to explain it can be this sentence:		First, it is important to explain the difference between Program Management and Project Management as seen in figure 1. The best way to explain it can be this sentence:
	''Project managers manage projects and program managers manage a portfolio of projects<ref>[''http://management.simplicable.com/management/new/program-management-vs-project-management''] ''~~Name of link~~'' </ref>.'' So with this difference, it is clear that a Multiple Projects Management (MPM) can be approached with a Project Management point of view or with a Program Management point of view.If a MPM is just considered as a big project then it is a Project Management point of view. However, if a MPM is a portfolio of projects then it is the Program point of view.		''Project managers manage projects and program managers manage a portfolio of projects<ref>[''http://management.simplicable.com/management/new/program-management-vs-project-management''] ''description for the difference between program manager and project manager'' </ref>.'' So with this difference, it is clear that a Multiple Projects Management (MPM) can be approached with a Project Management point of view or with a Program Management point of view.If a MPM is just considered as a big project then it is a Project Management point of view. However, if a MPM is a portfolio of projects then it is the Program point of view.

	[[File:Project, Program and Portfolio Management.jpeg\|500px\|thumb\|right\|Figure 1: Project, Program and Portfolio Management]]		[[File:Project, Program and Portfolio Management.jpeg\|500px\|thumb\|right\|Figure 1: Project, Program and Portfolio Management]]
Line 19:		Line 19:
	In a MPM, the managers just look about the schedules and the costs every time. Here, the aim is only to finish the MPM and do not look farther. It is all about the deliverables and they forget the benefits. Moreover, most of managers think of MPM simply as the management of a list of individual projects, rather than a complex entity. So there are 2 steps before reaching a Program Management point of view.		In a MPM, the managers just look about the schedules and the costs every time. Here, the aim is only to finish the MPM and do not look farther. It is all about the deliverables and they forget the benefits. Moreover, most of managers think of MPM simply as the management of a list of individual projects, rather than a complex entity. So there are 2 steps before reaching a Program Management point of view.

	MPM being between Portfolio and Program Management, it is essential to explain the difference between Portfolio Management and a MPM. It exists a difference between multi-project management and project portfolio management. The former is geared towards operational and tactical decisions on capacity allocation and scheduling, and is the job of project or resource managers; the latter is concerned with project selection and prioritisation by executive and senior management, with a focus on strategic medium- and long-term decisions<ref>[''http://www.stevens-tech.edu/ses/documents/fileadmin/documents/pdf/MPM%20Effectiveness%20by%20Peerasit%20Patanakul%20Article%20in%20Press.pdf''] ''~~Name of link~~'' </ref>.		MPM being between Portfolio and Program Management, it is essential to explain the difference between Portfolio Management and a MPM. It exists a difference between multi-project management and project portfolio management. The former is geared towards operational and tactical decisions on capacity allocation and scheduling, and is the job of project or resource managers; the latter is concerned with project selection and prioritisation by executive and senior management, with a focus on strategic medium- and long-term decisions<ref>[''http://www.stevens-tech.edu/ses/documents/fileadmin/documents/pdf/MPM%20Effectiveness%20by%20Peerasit%20Patanakul%20Article%20in%20Press.pdf''] ''The main difference between MPM and portfolio'' </ref>.

	Finally, managers think about multi-project management and program management as the same. But it is a separate concept: program management is a special case of multi-project management that has a single goal or purpose (for instance putting a man on the moon), whereas multi-project management generally treats the case of multiple independent goals. A program can be seen as a family of related projects and MPM either.		Finally, managers think about multi-project management and program management as the same. But it is a separate concept: program management is a special case of multi-project management that has a single goal or purpose (for instance putting a man on the moon), whereas multi-project management generally treats the case of multiple independent goals. A program can be seen as a family of related projects and MPM either.
Line 27:		Line 27:
	== Uncertainty of multiple project management ==		== Uncertainty of multiple project management ==

	From early phases, MPM should be defined: planning, cost and time. But there is other information, unknown, which need to be recorded. Uncertainty can be defined as the difference between the information required to make a decision and the available information<ref>[''http://doc.utwente.nl/70238/1/Leus04hierarchical.pdf''] ''~~Name~~ of ~~link~~'' </ref>.		From early phases, MPM should be defined: planning, cost and time. But there is other information, unknown, which need to be recorded. Uncertainty can be defined as the difference between the information required to make a decision and the available information<ref>[''http://doc.utwente.nl/70238/1/Leus04hierarchical.pdf''] ''article of press about uncertainty in MPM'' </ref>.

	There are two concepts attached to uncertainty:		There are two concepts attached to uncertainty:
Line 60:		Line 60:
	[[File:Probability and Impact Matrix.png\|500px\|thumb\|left\|Figure 3: Probability and Impact Matrix]]		[[File:Probability and Impact Matrix.png\|500px\|thumb\|left\|Figure 3: Probability and Impact Matrix]]

	The Risk Matrix is also popularly known as the Probability and Impact Matrix<ref>[''http://network.projectmanagers.net/profiles/blogs/what-is-a-risk-matrix''] ''~~Name~~ of ~~link~~'' </ref>. The Risk Matrix is used during Risk Assessment and is born during Qualitative Risk Analysis in the Risk Management process. It is a very effective tool that could be used successfully with Senior Management to raise awareness and increase visibility of risks so that sound decisions on certain risks can be made in context.		The Risk Matrix is also popularly known as the Probability and Impact Matrix<ref>[''http://network.projectmanagers.net/profiles/blogs/what-is-a-risk-matrix''] ''Presentation of the risk matrix'' </ref>. The Risk Matrix is used during Risk Assessment and is born during Qualitative Risk Analysis in the Risk Management process. It is a very effective tool that could be used successfully with Senior Management to raise awareness and increase visibility of risks so that sound decisions on certain risks can be made in context.

	A risk is “rated” for its Probability and Impact on a scale to see how important it is and if it can be enter into the Risk Management or not. Which Risks in the process move forward into the Risk Management process will depend on the industry, company, project and people. Some are by nature more risk tolerant than others. For example, we can have a Multi-Project where the team agrees that any risk that is in the orange or red cell can move forward in the Risk Management process. The rest remain in the watch list and are “accepted”. Another Multi-project could have different criteria by not taking the yellow cell.		A risk is “rated” for its Probability and Impact on a scale to see how important it is and if it can be enter into the Risk Management or not. Which Risks in the process move forward into the Risk Management process will depend on the industry, company, project and people. Some are by nature more risk tolerant than others. For example, we can have a Multi-Project where the team agrees that any risk that is in the orange or red cell can move forward in the Risk Management process. The rest remain in the watch list and are “accepted”. Another Multi-project could have different criteria by not taking the yellow cell.
Line 75:		Line 75:
	For example, when you are renovating a water-treatment plant, Civil engineering want to build the walls on time, the electricians want to finish their electrical installation on time. Each part during the construction process has its proper goal. But at the end, this multi-project has only one goal, increase the wastewater treatment.		For example, when you are renovating a water-treatment plant, Civil engineering want to build the walls on time, the electricians want to finish their electrical installation on time. Each part during the construction process has its proper goal. But at the end, this multi-project has only one goal, increase the wastewater treatment.

	This example of MPM can even be extended to a Portfolio Management because it is a long-term program for environment. If the manager of this MPM communicates about this idea, we approach a Portfolio point of view<ref>[''http://apppm.man.dtu.dk/index.php/Risk_management_in_project_portfolios''] ''~~Name of link~~'' </ref>.		This example of MPM can even be extended to a Portfolio Management because it is a long-term program for environment. If the manager of this MPM communicates about this idea, we approach a Portfolio point of view<ref>[''http://apppm.man.dtu.dk/index.php/Risk_management_in_project_portfolios''] ''Wiki article from last year about risk management in project portfolio'' </ref>.

	'''How Program Management can solve some uncertainty problem in a MPM?'''		'''How Program Management can solve some uncertainty problem in a MPM?'''
Line 98:		Line 98:


	If the name "Multi Project Management" contains the word Project, there are reasons. If the Program Management would be the best solution for the MPM it would be called "Multi Program Management". It exists but it is totally different compared to the previous topic. So, there are some limitations for the Program Management described in figure 5 approach whose the main characteristics are<ref>[''http://www.projectmanagementlearning.com/what-are-the-limitations-of-project-management.html''] ''~~Name~~ of ~~link~~'' </ref>:		If the name "Multi Project Management" contains the word Project, there are reasons. If the Program Management would be the best solution for the MPM it would be called "Multi Program Management". It exists but it is totally different compared to the previous topic. So, there are some limitations for the Program Management described in figure 5 approach whose the main characteristics are<ref>[''http://www.projectmanagementlearning.com/what-are-the-limitations-of-project-management.html''] ''limitations of program management'' </ref>:


Line 121:		Line 121:
	== References ==		== References ==
	<references />		<references />

	~~http://projectcoordinator.net/en/solutions/multi-project-management~~