Domain

Level

Comparative Responsibilities

Risk

Project

Generally specific, internal and local, impacting project performance with respect to product delivery.

Program

Assessing collective risks arising from multiple projects, perhaps acting on each other. Scanning the contextual environment for potential risks to a whole program; resolving conflicts at the project level.

Portfolio

Promoting a corporate environment that minimizes risks to individual programs and projects; removing corporate roadblocks; resolving conflicts at the program level; managing reserves for major unexpected risk events.

Resources

Project

Estimating timing and extent of required resources, and resulting cost; organizing efficient hand-on and hand-off of resources at start and finish of each corresponding activity.

Program

Planning and scheduling of project initiations in a program to minimize demand conflicts between its projects.

Portfolio

General assessment of overall resource requirements for a given corporate initiative. Acquiring additional resources where necessary, including make-or-buy decisions.

Procurement

Project

Obtaining bought-in resources as and when required by the project in question; sourcing of resources; recommending best-buy decisions (not necessarily at lowest cost.)

Program

Identifying those resources required by multiple projects in the program and either modifying the program to improve efficiency, and/or arranging bulk purchases accordingly across several projects. Managing the distribution across several projects.

Portfolio

Where appropriate, integrating portfolio requirements with corporate purchasing, or authorizing independent contracting and purchasing at theprogram/project level.
Note: The closer the procurement arrangement is to the project level, the more effective will be the supply and delivery.

Communications

Project

Planning and organizing delivery of instructions at the project level. Regular progress reporting to project stakeholders and the Program management level, suitably packaged for each (e.g. forecast final delivery, forecast final cost, urgent risks, roadblocks and issues).

Program

Review project reports with view to resolving roadblocks and issues; rescheduling the program if appropriate; or escalating to Portfolio level for resolution.

Portfolio

Reviewing program reports for appropriate action; modifying portfolio plan to minimize impacts. Consolidating program/project reports for corporate consumption.