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Purpose - 4. Program and project management","","The Portfolio and Project Management (PPM) Framework provides governance and management guidance for UNE Portfolio, Program and Project Managers across each stage of the project lifecycle. It applies to IT, IM and business process projects, using a dispersed operating model within business units rather than a central office. 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Purpose  \nThe Portfolio and Project Management (PPM) Framework is intended to guide UNE Portfolio, Program and Project Managers through the governance and management requirements for each stage of the project lifecycle. The Framework is to be used by all UNE project managers for IT, IM and business process projects. It does not cover research, collaboration or building projects where specific rules and regulations apply. In those cases, the Framework may be used for general guidance and project managers will need to seek specific guidance pertaining to research, collaboration and building projects. The Framework is based on a dispersed model, whereby project management will be undertaken within business units (and not through a centralised project management office) and subject to portfolio and project governance arrangements. The Framework is intended as a dynamic document and will be subject to regular review and updating.  \n2. Framework principles  \n1. Enables the strategic objectives of the University.  \n2. Supports and encourages active and effective portfolio/project governance.  \n3. Articulates clear lines of authority and accountability for decision making and approvals.  \n4. Ensures transparency and compliance within the organisation.  \n5. Provides consistent and fit for purpose expectations, standards, processes and documentation.  \n6. Allows for flexibility in project delivery methodologies to suit individual projects within UNE common standards.  \n3. Portfolio Management  \nA portfolio is a group of related projects with synergies or dependencies delivering on specific strategic objectives. Portfolio management refers to the management of a project and program portfolio to achieve those objectives. It is concerned with achievement of benefits, compared to project and program management, which are concerned with delivery of outputs within quality, schedule and cost constraints.  \nProcesses  \n1. Strategy – setting strategic objectives at the portfolio level  \n2. Enterprise architecture – understanding and informing the technical and digital landscape  \n3. Planning – managing a pipeline of projects to meet strategic objectives and business outcomes emerging from strategic planning, market research and/or business consultation  \n4. Prioritisation – selecting the right fit of projects at the right time to meet strategic objectives  \n5. Sequencing – investing in projects through time to maximise the benefits from investment  \n6. Realisation of benefits – managing project performance and risk to ensure projects deliver benefits and synergistic opportunities are captured  \n7. Resource management – ensuring the portfolio is appropriately resourced to deliver benefits and managing resource conflicts  \n8. Risk management – mitigate strategic risk at the portfolio level and ensure a balanced portfolio, some projects being higher risk than others, and  \n9. Performance management – monitor the performance of the portfolio as a whole with line of sight to project performance via appropriate governance mechanisms.  \nRequirements  \n1. All University projects will be managed through a portfolio. Portfolios will have a governance structure approved by the VC (or delegate) and will be overseen by an Executive Sponsor. Typically, this will include a portfolio advisory committee. The portfolios include:  \na. Strategic initiatives aligned with the Strategic Plan  \nb. The capital portfolio, or  \nc. A project portfolio managed within a business area.  \n2. All portfolios will have a designated portfolio manager. The portfolio manager will be responsible for managing the portfolio under direction of the portfolio sponsor/Executive.  \n3. Portfolio managers will develop and maintain portfolio plans for a planning horizon relevant to the portfolio and including a one-year and either a ‘rolling’ three-or five-year plan.  \n4. Portfolio managers will develop criteria for project prioritisation and u","cbCaicgLNgeBWcFI","https://ap.wps.com/l/cbCaicgLNgeBWcFI","pdf",333017,13,"English","# Purpose\n# Framework principles\n# Portfolio Management\n## Processes\n## Requirements\n## Guidance and templates\n# Program and project management","[{\"question\":\"What is the purpose of the UNE Portfolio and Project Management (PPM) Framework?\",\"answer\":\"It guides UNE portfolio, program and project managers through governance and management requirements for each stage of the project lifecycle, ensuring consistent expectations and compliance.\"},{\"question\":\"Which types of projects does the framework cover and which does it exclude?\",\"answer\":\"It covers IT, IM and business process projects. It does not cover research, collaboration or building projects that require specific rules and regulations.\"},{\"question\":\"How are portfolio projects managed and approved under the framework?\",\"answer\":\"Projects are managed through a portfolio with a governance structure overseen by an Executive Sponsor, and project funding approval occurs at portfolio level via the annual UNE budget process before commencement.\"}]","Portfolio and Project Management Framework - 1. Purpose - 4. Program and project management | PDF"]