Optimize your projects portfolio through a program management process, allowing additional benefits that would not be feasible if isolated.
The Macrosolutions’ experience in projects consolidation with limited and shared resources allows the restrictions to be optimized and investments / benefits to be maximized.
Key issues addressed
- Limited resources for project portfolio
- Insufficient Budgets for the portfolio execution
- Duplicated activities being undertaken by different projects
- Isolated performed acquisitions with no scaled economy
- Project managers assigned to multiple efforts
- Business results generated by the projects’ below expectations
Scope of work
- Program Management Process Models Definition
- Similarity criteria setting for project’s baskets in the program
- Quantitative benefits definition for the unified projects management in programs
- Impacts assessment in the program management implementation
- Performance indicators definition of the Consolidated Program
- Consolidated program reports definition
- Change control mechanisms and committees structuring
- Integrated Communications Plan Definition
- Existing reserves reassessment and program consolidated reserves scaling
- Team profile definition and team development for the company’s’ program management office
- Proof of concept and pilot project
- Assisted Operation
- Estimated duration of the consultancy work [?]
- 6 to 8 months
- Work complexity [?]
- Client's team (minimum required) [?]
- 1 Project Manager and 1 Planning Analyst
- Client's team allocation x Macrosolutions team allocation [?]
- 25% Client's Team
75% Macrosolutions' Team
- Ricardo Vargas - (roles and responsibilities) [?]
- Project Manager
- Organizational level of coverage [?]
- Corporate: ★★★★
- Language(s) [?]
- Portuguese, English, Spanish
I have worked with Ricardo at Sonangol, an oil & gas company based in Angola, developing their project management frameworks. Ricardo has got a strong commitment and professionalism in delivering high quality services. He is also an enthusiast as a speaker/lecturer, which makes his presentations/classes very engaging.
André CoutinhoSymnetics | São Paulo, Brazil
Top qualities: Expert, On Time, High Integrity Ricardo is a great professional who is very good at dealing with people. An innate communicator, he achieves high standard results with his influential capacity and wide knowledge of various subjects. It's truly inspiring to work by his side due to his peculiar way of doing business. He is always up to date and determined in his pursuit to obtain knowledge.
Joaquim Luiz ViannaMRS Logística | Juiz de Fora, Brazil
Ricardo is an outstanding person, with an amazing skill of motivating people wherever he is, and a superior delivery quality. He has done a great job at PMI in all the groups he participated or led. Before became PMI Chair, he has been responsible for the PMI strategic committee as a member of board of directors, and was able to deliver several great results bringing the PMI board to the next level. No matter the subject or his position in the team, Ricardo was able to contribute thinking outside of the box, bringing new trends and positioning the institute in a position to growth. In the Project Management Community Ricardo is one of the most self motivated and available professionals I know. He is always publishing documents and information, writing books, studying new techniques and being creative to support and help the professionals around the world. Through his efforts to the community, he has awarded the Project Management Person of the Year in Brazil, in 2010.
Juliano ReisPMI | Porto Alegre, Brazil
Ricardo Vargas has passion in doing what he does when it comes to teaching Project Management and simply managing projects according to high standards of PMI. His passion is contagious and this has been a great and valuable contribution to the challenging effort of raising standards in project management, worldwide.
Rodolfo de AguiarSonangol EP | Luanda, Angola
Supported standards and methodologies
Project Management Institute (PMI) PMBOK Guide Yes PMI Practice Standard for Estimating — PMI Practice Standard for Earned Value Management — PMI Practice Standard for Configuration Management — PMI Practice Standard for Risk Management — PMI Practice Standard for Work Breakdown Structure — PMI Practice Standard for Scheduling — PMI Standard for Portfolio Management Yes PMI Standard for Program Management Yes PMI Project Manager Development Competency Framework Yes Organizational Project Management Maturity Model (OPM3®) — UK Office of Government Commerce (OGC) PRINCE2 (Projects in Controlled Environments) Yes MSP (Managing Successful Programmes) Yes M_O_R (Management of Risks) — P3M3 (Portfolio, Programme, and Project Management Maturity Model) Yes P3O (Portfolio, Programme and Project Offices) Yes MoP (Management of Portfolios) Yes MoV (Management of Value) Yes Scrum Alliance Scrum Methodology — International Project Management Association (IPMA) ICB® IPMA Competence Baseline Yes
Areas: approach comprehensiveness
Area Comprehensiveness Integration ★★★★★ Scope ★★★★ Time ★★★★★ Cost ★★★★★ Quality ★★★ Human Resource ★★★★★ Communications ★★★★★ Risk ★★★★ Procurement ★★★★ EHS Strategic Planning ★★★
Additional Information Top ↑
A program is defined by PMI as a group of related projects managed in a coordinated manner to achieve strategic benefits and control that would not be available if they were individually managed.
"Program Management involves aligning multiple projects to achieve the program goals and allows for optimized or integrated cost, schedule, and effort." -Project Management Institute
The relationship between the programs management processes and their projects is direct. Risks, changes and problems are usually managed in an integrated way aiming to minimize planning efforts and maximize the results. Within this same line of work, the integrated management aims to ensure that the shared resources across multiple projects are shared managed to avoid the team to be overworked and to optimize the allocations.