The Four Layers of PDC
Figure 3: The PDC Taxonomy and Architecture (from previous page)
The four layers of the PDC described above are:
- Governance (Dark green) — the organization's directors/leaders
have the ultimate and exclusive responsibility to set the right strategy, define
an acceptable risk appetite, set the organization's objectives and frame an open
and effective culture. Then to ask the right questions and require the right answers
from their executive.
- Executive management (Purple) is responsible for creating the capability
and culture of accountability needed to deliver projects successfully and realize
the intended benefits. A key element in this is developing a rigorous portfolio
management capability to select the best projects to fulfill the organization's
strategy, based on consideration of each project's feasibility and viability,
within the organizational constraints of capability and capacity.
- Organizational support processes (Orange) including opportunity identification
and assessment, plus developing and enhancing the organization's project delivery
capability including: organizational enablers, support systems, oversight systems,[32]
change management systems and value realization.
- Traditional project & program management (Blue) are the processes defined
in a range of standards needed to deliver the defined outputs and outcomes. PDC
focuses on developing a framework that provides effective support, leadership
and oversight to these functions.
Program Management will fulfill some of the organizational support functions
where several projects are being managed in an integrated way to maximize benefits.
However, when programs are used by the organization, the organization's overarching
support processes need to be capable of effectively supporting and overseeing
the work of the programs as well as other independent projects.
Creating and enhancing an effective PDC requires all three management levels
to understand their respective roles in supporting the organization's projects
and programs so that the projects and programs can contribute the maximum value
to the organization.[33]
32. For more
on project surveillance see: www.mosaicprojects.com.au/WhitePapers/WP1080_Project_Reviews.pdf
33. The design of an effective PDC system is the role of governance.
To understand the difference between governance systems and management systems
see www.mosaicprojects.com.au/WhitePapers/WP1084_Governance_Systems.pdf
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Introduction to Part 2
