Use of discrete model of the states for determination of workload of the head of the project portfolio

Authors

DOI:

https://doi.org/10.15587/2312-8372.2015.45014

Keywords:

project management, project portfolio, project management office, Markov chains

Abstract

From the effective work of the portfolio manager in organizations depends on the strategic goals of the organization. On the basis of the standard of portfolio management of USA Project Management Institute it is studied the processes of portfolio management using Markov chains for discrete states of the system. Processes in which the portfolio manager is busy most of the time are identified using the model of states, and on the example of supply and demand management of portfolio resources shows that if automate the process of appointment/release of the resources in projects of the organization, it gives free time for manager of the portfolio, and he will be able to pay more time to other processes of project portfolio management. This, in turn, will increase the likelihood of successfully achieving the strategic goals of the company through the timely implementation of the projects portfolio. The model of discrete states helps enterprises to solve management issues of optimum workload of the portfolio manager by involving the experts for help in specific subject areas and/or automation of certain processes.

Author Biography

Андрей Валериевич Оганов, Ukrainian state company ”Ukrkhimtransamiak”, M. Raskovoi Str. 15, Kyiv, Ukraine, 02002

Certified project management professional PMP PMI and IPMA C, Deputy Chief of service on operational management major ammonia pipeline

References

  1. Oganov, A. V., Gogunsky, V. D. (2013). The need for implementation of the project management office. Information technologies in education, science and production, 4 (5), 57–61.
  2. Organizational project management maturity model (OPM3®). Ed. 3. (2013). Project Management Institute, 246.
  3. Oganov, A. V., Gogunsky, V. D. (2013). Use the Theory of Constrains in PMO implementation at the organization. GESJ: Computer Science and Telecommunications, 4 (40), 59–65.
  4. Oganov, A. V., Gogunskiy, V. D. (2014). The Evaporated Cloud Diagram for conflict of implementation of Strategic PMO at the Entities. Management of Development of Complex Systems, 17, 36–41.
  5. In: Cox III, J. F., Schleier, J. G. Jr. (2010). Theory of Constraints Handbook. The McGraw-Hill Companies Inc., 671–697.
  6. PMI’s Pulse of the Profession: PMOs Frameworks. (2013, November). Project Management Institute. Available: http://www.pmi.org/~/media/PDF/Publications/PMI_Pulse_PMO-Frameworks.ashx
  7. The standard for portfolio management. Ed. 3. (2013). Project Management Institute, 189.
  8. Kolesnikova, K. V., Weisman, V. A., Velichko, S. A. (2012). Markov model development status of the project–driven organizations. Modern Engineering Technologies, 7, 217–222.
  9. Kolesnikova, K. V., Negri, А. А. (2013). Transformation of cognitive maps in Markov processes for projects of creation of the software. Management of Development of Complex Systems, 15, 30–35.
  10. Rudenko, S. V., Romanenko, M. V., Katunina, O. G., Kolesnikova, K. V. (2012). Development of the Markov model state changes in patients projects providing medical services. Management of Development of Complex Systems, 12, 86–89.
  11. Vlasenko, O. V., Libid’, V. V., Gogunsky, V. D. (2012). Markov models of communications processes in international projects. Management of Development of Complex Systems, 12, 35–39.
  12. Bushuev, S. D., Gogunsky, V. D., Koshkin, K. V. (2012). Directions dissertation research in the specialty "Management of projects and programs". Management of Development of Complex Systems, 12, 5–7.
  13. Insights and Trends: Current Portfolio, Programme, and Project Management Practices. (2012). PricewaterhouseCoopers. Available: http://www.pmi.org/~/media/PDF/RCP/PwC_PPPM_Trends_2012.ashx
  14. PMI’s Pulse of the Profession™. The High Cost of Low Performance. (2013, March). Project Management Institute. Available: http://www.pmi.org/~/media/PDF/Business-Solutions/PMI-Pulse%20Report-2013Mar4.ashx

Published

2015-05-28

How to Cite

Оганов, А. В. (2015). Use of discrete model of the states for determination of workload of the head of the project portfolio. Technology Audit and Production Reserves, 3(2(23), 51–57. https://doi.org/10.15587/2312-8372.2015.45014