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Business Project Management - Coggle Diagram

- - - - Products
        Services
        
        To
        
        Met existing needs in society
        
        Generate Profits and make benefits
        
        Solve a common problem
    - - Functions
      - Objectives
      - Rules and Policies
      - Environment: Co-workers, clients and Suppliers
      - Resources
      - Communication and Conversations
      - Commitment and Ownership
      - With different Organizational Models
        
        Simple Form
        
        Lineal Model
        
        Functional Model
        
        Specialist that accomplish tasks related with different areas
        
        "Adhocratic" Model
        
        Opposite to bureaucracy. It means, there's not herarchy
        
        Classic Complex Form
        
        Matrix Organization Model
        
        Weak
        
        Close to a functional structure. Functional leaders have power and resources
        
        Balanced
        
        There's a mix between the power of project managers and functional managers
        
        Strong
        
        Close to a projectized structure. PMs have power and resources
  - - - Initiation
      - Planning
      - Execution
      - Monitoring and Controlling
      - Closing
    - - Has to do with all the stages along which the product pass from its launching to its life end
        
        The product has also a operative life cycle in which enter to the value chain of the company. It involves all the processes and activities performed to add value to that product
        
        From that operative life cycle, feedback from clients and new market needs create opportunities to evolve
        
        And an extension/evolution of the initial product can be developed
  - - - Aligning projects with business objectives
      - Balancing risks and values (Benefits and money)
      - Operation with efficient use of resources
      - Consistently achieving projects objectives
      - Communicating project objectives timely and accurate
      - Making good decisions
    - - Collection of projects and/or programs that work to meet strategic business objectives.
        The projects and programs (Components) may not necessary be interdependent or directly related
      - This is where priorities are identified, investment decisions are taken and resources are allocated
    - - A Group of related projects managed in a coordinated way to obtain benefits and control, not available from managing them individually