Approach and Structure of Special Organizational, Methodological and Technological Components of Project and Program Portfolio Management Systems

Abstract

The functional limitations of modern corporate project and program management systems are presented. It is shown that the main limitation of such systems is connected with the weak implementation of organizational and methodological components, especially in the processes of project and program portfolio management. The structure of project and program portfolio management system, focused on the management of project portfolios in project-oriented companies, is proposed. The necessity of creating project and program portfolio management system in the companies involved in the implementation of a significant number of complex projects is justified. It was shown that since such systems combine organizational and methodological components, they are highly dependent on the construction of the project-oriented company itself. On its organizational structure, company management processes, peculiarities of the production process and its management. The consequence of this is the uniqueness of project and program portfolio management system. Description of organizational, methodological, and technological components of such system is given. The distinctive features of these components in different companies are described. It is shown that the organization of 3P-management is based on the creation of a service engaged in the implementation of project management in the company. The methodological component of project and program portfolio management system should be based on project management meta-methodology. And information technology should be based on a matrix model of interaction between company management tools and projects. The ways of integration of organizational, methodological and technological components of project and program portfolio management systems based on the implementation of a system-forming project of creating a project and program portfolio management system are presented.

Development of the concept of building project management systems in the context of digital transformation of project-oriented companies

“…This made it possible to verify in practice the adequacy of the proposed concept and the effectiveness of the meta-methodology and matrix information technology of project management in the conditions of digital transformation. The proposed concept was used to create development project management systems for ICD Investments (Ukraine), EASTONE (real estate business) (Ukraine) and an aircraft building enterprise [3,4,21]. The concept is also used to build reflex project planning systems, in which the component of forming the information resource of such systems is assigned to the digital space [22].…”

“…Project management meta-methodology is closer to solving the problem of adapting project management methodologies to the conditions of digital transformation of companies, taking into account the specifics of various enterprises [3,14]. It is used to create specific (under the conditions of enterprises) project management methodologies.…”

“…Each MOT PMS is a complex unique system, and its creation can take even more than one year [3]. Therefore, the creation and implementation of the MOT PMS should be considered as a development project of the organization and a project approach should be used for its implementation.…”

“…The given organizational and technological model formed the basis of project management systems implemented in the companies ICD Investments (Ukraine), EASTONE (real estate business) (Ukraine) and an aircraft building enterprise [3,4,21]. It made it possible to standardize the process of creating and implementing organizational, methodological and technological components of project management systems, taking into account the specifics of the digital transformation of the named companies.…”

“…The activities of most companies are project-oriented. If there are many projects, if organizational structures of project activities are created, and projects are distributed among portfolios, if there is a significant volume of project support activities, there is a need to create project management systems [3]. In particular, systems that would combine the organizational, methodological and technological components of the company's project-oriented activities, as well as take into account the processes of digital transformation of project-oriented companies.…”