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The objectives of PPM are to determine the optimal resource mix for delivery and to schedule activities to best achieve an organization’s operational and financial goals, while honouring constraints imposed by customers, strategic objectives, or external real-world factors. The International standard defines the framework of the Project Portfolio Management.\r\nPPM provides program and project managers in large, program/project-driven organizations with the capabilities needed to manage the time, resources, skills, and budgets necessary to accomplish all interrelated tasks. It provides a framework for issue resolution and risk mitigation, as well as the centralized visibility to help planning and scheduling teams to identify the fastest, cheapest, or most suitable approach to deliver projects and programs. 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In addition to project-level resource allocation, users can also model ‘what-if’ resource scenarios, and extend this view across the portfolio.\r\n<span style=\"font-style: italic;\">Change Control.</span> The capture and prioritization of change requests that can include new requirements, features, functions, operational constraints, regulatory demands, and technical enhancements. PPM provides a central repository for these change requests and the ability to match available resources to evolving demand within the financial and operational constraints of individual projects.\r\n<span style=\"font-style: italic;\">Financial Management.</span> With PPM, the Office of Finance can improve their accuracy for estimating and managing the financial resources of a project or group of projects. In addition, the value of projects can be demonstrated in relation to the strategic objectives and priorities of the organization through financial controls and to assess progress through earned value and other project financial techniques.\r\n<span style=\"font-style: italic;\">Risk Management.</span> An analysis of the risk sensitivities residing within each project, as the basis for determining confidence levels across the portfolio. The integration of cost and schedule risk management with techniques for determining contingency and risk response plans, enable organizations to gain an objective view of project uncertainties.","materialsDescription":" <span style=\"font-weight: bold;\">What’s the difference between Project Management and Project Portfolio Management?</span>\r\nProject management is focused on an individual project, making sure it achieves its objectives and adheres to cost schedule baselines and performance standards. Project portfolio management, on the other hand, takes into consideration all the projects within a portfolio. The primary objective here is to select and maintain the appropriate mix of projects and to assess the costs, risks, and returns of running these projects in relation to how they match with organizational goals. Simply put, project management is about doing the project right, project portfolio management is about doing the right projects.\r\n<span style=\"font-weight: bold;\">What Problems Can Project Portfolio Management Address?</span>\r\nProject Portfolio Management helps companies avoid project overload and work on projects that are not aligned with the ultimate vision. In other words, project portfolio management helps companies to work towards their goals without getting sidetracked by too many shiny pennies (ie. projects that appear to be enticing but actually drain their resources for little return).\r\n<span style=\"font-weight: bold;\">How does Project Portfolio Management help with new product development?</span>\r\nProject Portfolio Management supports companies in assessing, evaluating and ranking new product ideas before they become projects, so that time, money and human resources can be spent working on projects that support strategic objectives. This becomes increasingly important and relevant for companies that receive dozens if not hundreds of project proposals.\r\n<span style=\"font-weight: bold;\">What are the key elements of successful portfolio management?</span>\r\nGoals, objectives, governance, approval processes and monitoring portfolio performance.","iconURL":"https://old.roi4cio.com/fileadmin/user_upload/icon_Project_and_Portfolio_Management.png"}],"characteristics":[],"concurentProducts":[],"jobRoles":[],"organizationalFeatures":[],"complementaryCategories":[],"solutions":[],"materials":[],"useCases":[],"best_practices":[],"values":[],"implementations":[]}],"countries":[],"startDate":"0000-00-00","endDate":"0000-00-00","dealDate":"0000-00-00","price":0,"status":"finished","statusLabel":"Finished","isImplementation":true,"isAgreement":false,"confirmed":1,"implementationDetails":{"businessObjectives":{"id":14,"title":"Business objectives","translationKey":"businessObjectives","options":[{"id":5,"title":"Enhance Staff Productivity"}]},"businessProcesses":{"id":11,"title":"Business process","translationKey":"businessProcesses","options":[{"id":177,"title":"Decentralized IT systems"},{"id":356,"title":"High costs of routine operations"}]}},"categories":[{"id":363,"title":"Project and Portfolio Management","alias":"project-and-portfolio-management","description":"<span style=\"font-weight: bold;\">Project Portfolio Management (PPM)</span> is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics. The objectives of PPM are to determine the optimal resource mix for delivery and to schedule activities to best achieve an organization’s operational and financial goals, while honouring constraints imposed by customers, strategic objectives, or external real-world factors. The International standard defines the framework of the Project Portfolio Management.\r\nPPM provides program and project managers in large, program/project-driven organizations with the capabilities needed to manage the time, resources, skills, and budgets necessary to accomplish all interrelated tasks. It provides a framework for issue resolution and risk mitigation, as well as the centralized visibility to help planning and scheduling teams to identify the fastest, cheapest, or most suitable approach to deliver projects and programs. 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In addition to project-level resource allocation, users can also model ‘what-if’ resource scenarios, and extend this view across the portfolio.\r\n<span style=\"font-style: italic;\">Change Control.</span> The capture and prioritization of change requests that can include new requirements, features, functions, operational constraints, regulatory demands, and technical enhancements. PPM provides a central repository for these change requests and the ability to match available resources to evolving demand within the financial and operational constraints of individual projects.\r\n<span style=\"font-style: italic;\">Financial Management.</span> With PPM, the Office of Finance can improve their accuracy for estimating and managing the financial resources of a project or group of projects. In addition, the value of projects can be demonstrated in relation to the strategic objectives and priorities of the organization through financial controls and to assess progress through earned value and other project financial techniques.\r\n<span style=\"font-style: italic;\">Risk Management.</span> An analysis of the risk sensitivities residing within each project, as the basis for determining confidence levels across the portfolio. The integration of cost and schedule risk management with techniques for determining contingency and risk response plans, enable organizations to gain an objective view of project uncertainties.","materialsDescription":" <span style=\"font-weight: bold;\">What’s the difference between Project Management and Project Portfolio Management?</span>\r\nProject management is focused on an individual project, making sure it achieves its objectives and adheres to cost schedule baselines and performance standards. Project portfolio management, on the other hand, takes into consideration all the projects within a portfolio. The primary objective here is to select and maintain the appropriate mix of projects and to assess the costs, risks, and returns of running these projects in relation to how they match with organizational goals. Simply put, project management is about doing the project right, project portfolio management is about doing the right projects.\r\n<span style=\"font-weight: bold;\">What Problems Can Project Portfolio Management Address?</span>\r\nProject Portfolio Management helps companies avoid project overload and work on projects that are not aligned with the ultimate vision. In other words, project portfolio management helps companies to work towards their goals without getting sidetracked by too many shiny pennies (ie. projects that appear to be enticing but actually drain their resources for little return).\r\n<span style=\"font-weight: bold;\">How does Project Portfolio Management help with new product development?</span>\r\nProject Portfolio Management supports companies in assessing, evaluating and ranking new product ideas before they become projects, so that time, money and human resources can be spent working on projects that support strategic objectives. This becomes increasingly important and relevant for companies that receive dozens if not hundreds of project proposals.\r\n<span style=\"font-weight: bold;\">What are the key elements of successful portfolio management?</span>\r\nGoals, objectives, governance, approval processes and monitoring portfolio performance.","iconURL":"https://old.roi4cio.com/fileadmin/user_upload/icon_Project_and_Portfolio_Management.png"}],"additionalInfo":{"budgetNotExceeded":"","functionallyTaskAssignment":"","projectWasPut":"","price":0,"source":{"url":"https://www.mindjet.com/ru/wp-content/uploads/sites/4/2017/01/Silhouette-R-300.pdf","title":"Web-site of vendor"}},"comments":[],"referencesCount":0},"corel-mindmanager-for-world-wildlife-foundation-russias-fundraising-department":{"id":353,"title":"Corel MindManager for World Wildlife Foundation Russia’s fundraising department","description":"World Wildlife Foundation Russia’s fundraising department - working alongside its supporters - is incorporating MindManager's maps and diagrams into its operations.\r\n<span style=\"font-weight: bold;\">THE CHALLENGE</span>\r\nSince a large portion of WWF Russia’s projects are long-term and require stable financial support, systematic work with donors is crucial.\r\nFor this reason, they have built a complex system of communication for liaising with supporters. It involves using various tools – sometimes in combination – such as: email marketing, telemarketing, SMS and postal marketing, loyalty events and face-to-face meetings.\r\nThe channel of communication varies depending on the type of support. . For example, the communications with donors who contribute more than 900 roubles per year (individual supporters who receive reports on our projects) differs from the approach take with supporters who donate 100,000 roubles or more annually (members of the Golden Panda Club with whom communication is more personal). Being that WWF is a non-profit organization, efficient finance management is crucial.\r\nThe mission of the World Wildlife Fund WWF is to stop the degradation of the planet's natural environment and to build a future in which humans live in harmony with nature. Its main goal is to conserve the world’s biological diversity. The WWF's first projects in Russia were initiated in 1988. Later, in 2004, the WWF became a national body of the Russian Federation. Within 20 years, the Fund successfully carried out over 300 field projects in 47 different Russian regions. The Fund now has branches in six priority ecological regions within the country:, the Barents Sea (Murmansk and Arkhangelsk), the Altai-Sayan (Krasnoyarsk), the Northern Caucasus (Krasnodar), the Kamchatka/ Bering Sea (Petropavlovsk-Kamchatskiy), and the Amur River Basin (Vladivostok) ecoregions.\r\n<span style=\"font-weight: bold;\">THE SOLUTION</span>\r\nMembership Program coordinator Maria Aleshina explains: “MindManager came into our lives at the right time. We had just started introducing a series of important changes into our communication system. Over the previous six months, we incorporated and began actively developing telemarketing. As a result of speaking to our supporters over the phone, we saw a significant increase in the level of financial support we were receiving for conservation projects. So we emailed our supporters information about the project beforehand and then, followed up with a successful conversation with them over the phone. Thereafter we sent a follow-up letter through the post. We had to coordinate all of this with our electronic and paper mailing systems-- making sure everything corresponded to the donations the supporter made, not to mention recording it all in our database. We had to specify a separate internal workflow coordination system for the call-centre (including the duties of the operatives and coordinators, database integration, etc.).”\r\nAs WWF Russia Fundraising Director Olga Bandalova reports: “MindManager enables us to present this information visually and create a diagram that sets out the sequence for using and combining various communication tools. This helps us to get a fuller, clearer picture and reveals weaker and less effective touchpoints. MindManager’s process description feature is particularly useful during the development phase of new systems or when introducing changes into old ones. The timely detection of problem areas or ineffective channels of communication enables us to optimise workflows promptly and guard against the inefficient use of budget funds.”\r\n“Diagrams of ongoing projects created in MindManager-maps save us time and enable us to evaluate the whole picture from all sides in a matter of minutes,” says Eva Bairamova, coordinator of WWF Russia's Earthkeeper Program.&nbsp;\r\n<span style=\"font-weight: bold;\">THE RESULT</span>\r\nNow, every new process or idea aimed at increasing the efficiency of the way we communicate with our supporters is quickly and easily integrated into our communication system and the division’s operations. Having a clear guide for cooperation between operatives and coordinators means that the organization always has a visual representation of the steps at our fingertips and can avoid dips in efficiency when training new staff. MindManager allowed WWF Russia in a short amount of time to document a new method of communication (telephony) and analyse the effectiveness of each individual channel before integrating it into the day-to-day work of the fundraising department.\r\nAll of this enables us to attract more funds for WWF Russia’s conservation projects, which work to combat poaching as well as to protect forests, seas and endangered species like the Amur tiger, Amur and Persian leopard, polar bear, Atlantic walrus, European bison, snow leopard and Argali mountain sheep, among others. You can read more about WWF’s work at wwf.ru.\r\n","alias":"corel-mindmanager-for-world-wildlife-foundation-russias-fundraising-department","roi":0,"seo":{"title":"Corel MindManager for World Wildlife Foundation Russia’s fundraising department","keywords":"with, communication, projects, supporters, into, MindManager, more, work","description":"World Wildlife Foundation Russia’s fundraising department - working alongside its supporters - is incorporating MindManager's maps and diagrams into its operations.\r\n<span style=\"font-weight: bold;\">THE CHALLENGE</span>\r\nSince a large portion of WWF Russia’s p","og:title":"Corel MindManager for World Wildlife Foundation Russia’s fundraising department","og:description":"World Wildlife Foundation Russia’s fundraising department - working alongside its supporters - is incorporating MindManager's maps and diagrams into its operations.\r\n<span style=\"font-weight: bold;\">THE CHALLENGE</span>\r\nSince a large portion of WWF Russia’s p"},"deal_info":"","user":{},"supplier":{"id":316,"title":"Corel","logoURL":"https://old.roi4cio.com/uploads/roi/company/corel_logo.jpeg","alias":"corel","address":"","roles":[],"description":"Corel Corporation (from the abbreviation &quot;Cowpland Research Laboratory&quot;) is a Canadian software company headquartered in Ottawa, Ontario, specializing in graphics processing. 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It lets you quickly capture ideas and information, then organize and contextualize them in the same place. Drag topics around, draw connections between different ideas, and park related notes, links and files where they belong – it all stays contained in one clear, easy-to-navigate map.\r\n<span style=\"font-weight: bold;\">Organize with ease</span>\r\nMindManager maps are the ideal way to plan projects, analyze processes, and consolidate and transfer knowledge. You can track deliverables, due dates, priorities, resources, dependencies and more in a shared visual context. 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Portfolio Managers define Key Performance Indicators and the strategy for their portfolio.\r\n<span style=\"font-style: italic;\">Pipeline Management.</span> Pipeline management involves steps to ensure that an adequate number of project proposals are not generated and not evaluated to determine whether (and how) a set of projects in the portfolio can be executed with finite development resources in a specified time. There are three major sub-components to pipeline management: ideation, work intake processes, and Phase-Gate reviews. Fundamental to pipeline management is the ability to align the decision-making process for estimating and selecting new capital investment projects with the strategic plan.\r\n<span style=\"font-style: italic;\">Resource Manager.</span> The focus on the efficient and effective deployment of an organization’s resources where and when they are needed. These can include financial resources, inventory, human resources, technical skills, production, and design. In addition to project-level resource allocation, users can also model ‘what-if’ resource scenarios, and extend this view across the portfolio.\r\n<span style=\"font-style: italic;\">Change Control.</span> The capture and prioritization of change requests that can include new requirements, features, functions, operational constraints, regulatory demands, and technical enhancements. PPM provides a central repository for these change requests and the ability to match available resources to evolving demand within the financial and operational constraints of individual projects.\r\n<span style=\"font-style: italic;\">Financial Management.</span> With PPM, the Office of Finance can improve their accuracy for estimating and managing the financial resources of a project or group of projects. In addition, the value of projects can be demonstrated in relation to the strategic objectives and priorities of the organization through financial controls and to assess progress through earned value and other project financial techniques.\r\n<span style=\"font-style: italic;\">Risk Management.</span> An analysis of the risk sensitivities residing within each project, as the basis for determining confidence levels across the portfolio. The integration of cost and schedule risk management with techniques for determining contingency and risk response plans, enable organizations to gain an objective view of project uncertainties.","materialsDescription":" <span style=\"font-weight: bold;\">What’s the difference between Project Management and Project Portfolio Management?</span>\r\nProject management is focused on an individual project, making sure it achieves its objectives and adheres to cost schedule baselines and performance standards. Project portfolio management, on the other hand, takes into consideration all the projects within a portfolio. The primary objective here is to select and maintain the appropriate mix of projects and to assess the costs, risks, and returns of running these projects in relation to how they match with organizational goals. Simply put, project management is about doing the project right, project portfolio management is about doing the right projects.\r\n<span style=\"font-weight: bold;\">What Problems Can Project Portfolio Management Address?</span>\r\nProject Portfolio Management helps companies avoid project overload and work on projects that are not aligned with the ultimate vision. In other words, project portfolio management helps companies to work towards their goals without getting sidetracked by too many shiny pennies (ie. projects that appear to be enticing but actually drain their resources for little return).\r\n<span style=\"font-weight: bold;\">How does Project Portfolio Management help with new product development?</span>\r\nProject Portfolio Management supports companies in assessing, evaluating and ranking new product ideas before they become projects, so that time, money and human resources can be spent working on projects that support strategic objectives. This becomes increasingly important and relevant for companies that receive dozens if not hundreds of project proposals.\r\n<span style=\"font-weight: bold;\">What are the key elements of successful portfolio management?</span>\r\nGoals, objectives, governance, approval processes and monitoring portfolio performance.","iconURL":"https://old.roi4cio.com/fileadmin/user_upload/icon_Project_and_Portfolio_Management.png"}],"characteristics":[],"concurentProducts":[],"jobRoles":[],"organizationalFeatures":[],"complementaryCategories":[],"solutions":[],"materials":[],"useCases":[],"best_practices":[],"values":[],"implementations":[]}],"countries":[],"startDate":"0000-00-00","endDate":"0000-00-00","dealDate":"0000-00-00","price":0,"status":"finished","statusLabel":"Finished","isImplementation":true,"isAgreement":false,"confirmed":1,"implementationDetails":{"businessObjectives":{"id":14,"title":"Business objectives","translationKey":"businessObjectives","options":[{"id":5,"title":"Enhance Staff Productivity"},{"id":9,"title":"Support Decision Making"}]},"businessProcesses":{"id":11,"title":"Business process","translationKey":"businessProcesses","options":[{"id":177,"title":"Decentralized IT systems"},{"id":356,"title":"High costs of routine operations"},{"id":370,"title":"No automated business processes"},{"id":376,"title":"Unstructured data"},{"id":394,"title":"Shortage of information for decision making"},{"id":393,"title":"Complex and non-transparent business processes"}]}},"categories":[{"id":363,"title":"Project and Portfolio Management","alias":"project-and-portfolio-management","description":"<span style=\"font-weight: bold;\">Project Portfolio Management (PPM)</span> is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics. The objectives of PPM are to determine the optimal resource mix for delivery and to schedule activities to best achieve an organization’s operational and financial goals, while honouring constraints imposed by customers, strategic objectives, or external real-world factors. The International standard defines the framework of the Project Portfolio Management.\r\nPPM provides program and project managers in large, program/project-driven organizations with the capabilities needed to manage the time, resources, skills, and budgets necessary to accomplish all interrelated tasks. It provides a framework for issue resolution and risk mitigation, as well as the centralized visibility to help planning and scheduling teams to identify the fastest, cheapest, or most suitable approach to deliver projects and programs. 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Project portfolio management, on the other hand, takes into consideration all the projects within a portfolio. The primary objective here is to select and maintain the appropriate mix of projects and to assess the costs, risks, and returns of running these projects in relation to how they match with organizational goals. Simply put, project management is about doing the project right, project portfolio management is about doing the right projects.\r\n<span style=\"font-weight: bold;\">What Problems Can Project Portfolio Management Address?</span>\r\nProject Portfolio Management helps companies avoid project overload and work on projects that are not aligned with the ultimate vision. In other words, project portfolio management helps companies to work towards their goals without getting sidetracked by too many shiny pennies (ie. projects that appear to be enticing but actually drain their resources for little return).\r\n<span style=\"font-weight: bold;\">How does Project Portfolio Management help with new product development?</span>\r\nProject Portfolio Management supports companies in assessing, evaluating and ranking new product ideas before they become projects, so that time, money and human resources can be spent working on projects that support strategic objectives. This becomes increasingly important and relevant for companies that receive dozens if not hundreds of project proposals.\r\n<span style=\"font-weight: bold;\">What are the key elements of successful portfolio management?</span>\r\nGoals, objectives, governance, approval processes and monitoring portfolio performance.","iconURL":"https://old.roi4cio.com/fileadmin/user_upload/icon_Project_and_Portfolio_Management.png"}],"additionalInfo":{"budgetNotExceeded":"","functionallyTaskAssignment":"","projectWasPut":"","price":0,"source":{"url":"https://www.mindjet.com/ru/wp-content/uploads/sites/4/2016/08/WWF-R-300.pdf","title":"Web-site of vendor"}},"comments":[],"referencesCount":0},"corel-mindmanager-in-the-global-toothbrush-market":{"id":355,"title":"Corel MindManager in the global toothbrush market","description":"The development of the latest generation of Oral-B toothbrushes at Procter &amp; Gamble demonstrates how creativity and comprehensive project management can be integrated through the use of software solution MindManager. MindManager not only provides transparency, but also generates significant time-savings during key activities that are a part of the Oral-B development process, such as the comparing of ideas put forward by the project developers with hundreds of trademark rights, and the filing of applications for new patents.\r\n<span style=\"font-weight: bold;\">The Challenge</span>\r\nIt is hard to imagine the extent to which technology underpins the design and production process for Oral-B toothbrushes. Whether manually or electronically, many hundreds of patents, registered designs, utility samples, and design models have to be registered for the devices, which form an indispensable part of daily life for customers. Dr. Jungnickel is responsible for the entire area of project management relating to manual toothbrushes, and when considering new designs or technologies, must carefully check whether they are already protected or whether they can be registered as new innovations.\r\nIn a new, comprehensive project at Procter &amp; Gamble, Jungnickel was required to deal with a very large volume of information. “There were a lot of brainstorming sessions”, explains Jungnickel, Project and IP Manager. In order to structure the many ideas generated through these sessions, and gain an overall picture of the information involved, Jungnickel decided to use MindManager, with which he was already familiar from a previous place of work.\r\n<span style=\"font-weight: bold;\">The Solution</span>\r\nUsing MindManager’s ‘map’ format, Jungnickel recorded and clearly structured all of the ideas and suggestions that had been submitted from the different development areas. He then attached remarks and additional supporting information about the individual points in various document formats, such as Word, to the relevant branches within the map. The next step was what Jungnickel calls “connecting the dots”−establishing connections and logical links between the individual map branches and their contents. “Using tools such as relationships, flags, or priority markers, this is quite easy to accomplish,” says Jungnickel. “Making sense of this in the form of continuous text would have been an impossible task, and management and other colleagues would have found it equally difficult to digest and understand”, adds the Project and IP Manager.\r\nThe second major milestone of the extremely large project was the inspection of the patents, trademark rights, utility models, and design patterns relevant to the project. Using MindManager, the aim was now to create a patent landscape, through which the required information could be easily found and referenced later. With the large number of competitors in the market, as well as the enormous variety of toothbrush products available, around 1,000 patents had to be inspected. “The key goal was to only have to handle each patent document once”, explains Dr. Jungnickel. “Using MindManager, the most important points relating to this were listed within the map, and the full patent documents were then hyperlinked to the relevant branch in the map.” After all of the ideas of the Oral-B developers, as well as all relevant patent law information, had been consolidated within the central map document, Dr. Jungnickel could begin the core element of his work−idea management by comparing the ideas with patents and other important elements. This complex process was drastically simplified, thanks to MindManager’s clear format that imposed a visual structure on the mass of information and ideas. As a result, Dr. Jungnickel was quickly able to establish which ways the new product under development was different from the state-of-the-art products already available, and which patents and utility models could be filed in the form of new patents. “The many different functions within MindManager to filter views and information mean that it is a very effective tool to use for such tasks. Even highly complex maps can always be clearly viewed and edited in a focused, structured, and easily-digestible way,” explains Jungnickel. The work of the project and IP managers definitely doesn’t end there, though. As a patent manager, Jungnickel must remain consistently on the ball during all of the subsequent development, production, and testing phases. “We want consumers to like our products. We must therefore ensure that our developments are in line with market trends”, explains Jungnickel. The problem: if new Oral-B toothbrushes are tested and information about this reaches the public, no patent application is possible. Dr. Jungnickel must also work very closely with product development teams with regards to time, and was therefore delighted to discover that MindManager’s project management capabilities enabled him to maintain visibility and control of the project time line. “From my previous work with the software, I was completely unaware that MindManager could be used this effectively for project management, in the more narrow sense”, explains Jungnickel. “But organizing the timing as a project manager is just as easy as idea management with MindManager−two or three clicks and finished. This means that my maps do not just have a “content-related” dimension, but also facilitate “time-management”, enabling the triggering of patent applications. I found this so effective that I no longer use Microsoft Project or Excel for project work.” \r\n<span style=\"font-weight: bold;\">The Result</span>\r\nFrom the recording and consolidation of ideas, to the development of innovative ideas, to implementation and production, Dr. Jungnickel manages his complex range of responsibilities at Procter &amp; Gamble exclusively with MindManager. “Not only does working in this way enable me to minimize redundancies”, says the project manager, “it also makes me significantly faster and more efficient. For me, MindManager is the tool that allows me to bring together both creativity and excellent project management within a single interface.” Dr. Jungnickel’s way of working has also influenced the rest of the areas within the company. After a certain amount of initial hesitation among project administrators, who were used to using other PM tools, more and more positive feedback was given regarding MindManager’s capabilities.\r\nDr. Jungnickel himself has his own perspective on “his” tool: “I now see the map as a structured database, in which I deposit all the information, and then at any time it can provide me with a precise overview of where we are in the project.”","alias":"corel-mindmanager-in-the-global-toothbrush-market","roi":0,"seo":{"title":"Corel MindManager in the global toothbrush market","keywords":"Jungnickel, project, with, that, MindManager, information, ideas, management","description":"The development of the latest generation of Oral-B toothbrushes at Procter &amp; Gamble demonstrates how creativity and comprehensive project management can be integrated through the use of software solution MindManager. 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Portfolio Managers define Key Performance Indicators and the strategy for their portfolio.\r\n<span style=\"font-style: italic;\">Pipeline Management.</span> Pipeline management involves steps to ensure that an adequate number of project proposals are not generated and not evaluated to determine whether (and how) a set of projects in the portfolio can be executed with finite development resources in a specified time. There are three major sub-components to pipeline management: ideation, work intake processes, and Phase-Gate reviews. Fundamental to pipeline management is the ability to align the decision-making process for estimating and selecting new capital investment projects with the strategic plan.\r\n<span style=\"font-style: italic;\">Resource Manager.</span> The focus on the efficient and effective deployment of an organization’s resources where and when they are needed. These can include financial resources, inventory, human resources, technical skills, production, and design. In addition to project-level resource allocation, users can also model ‘what-if’ resource scenarios, and extend this view across the portfolio.\r\n<span style=\"font-style: italic;\">Change Control.</span> The capture and prioritization of change requests that can include new requirements, features, functions, operational constraints, regulatory demands, and technical enhancements. PPM provides a central repository for these change requests and the ability to match available resources to evolving demand within the financial and operational constraints of individual projects.\r\n<span style=\"font-style: italic;\">Financial Management.</span> With PPM, the Office of Finance can improve their accuracy for estimating and managing the financial resources of a project or group of projects. In addition, the value of projects can be demonstrated in relation to the strategic objectives and priorities of the organization through financial controls and to assess progress through earned value and other project financial techniques.\r\n<span style=\"font-style: italic;\">Risk Management.</span> An analysis of the risk sensitivities residing within each project, as the basis for determining confidence levels across the portfolio. The integration of cost and schedule risk management with techniques for determining contingency and risk response plans, enable organizations to gain an objective view of project uncertainties.","materialsDescription":" <span style=\"font-weight: bold;\">What’s the difference between Project Management and Project Portfolio Management?</span>\r\nProject management is focused on an individual project, making sure it achieves its objectives and adheres to cost schedule baselines and performance standards. 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