In project management, projects, programs, and portfolios have distinct roles but can share relationships and stakeholders:
A portfolio is a collection of projects, programs, and operations managed together to achieve strategic objectives.
Programs are groups of related projects managed in a coordinated way to gain benefits not available from managing them individually.
Projects are temporary endeavors to create a unique product, service, or result.
Portfolios often engage with the same stakeholders as their component programs and projects, since all of them align with organizational strategy and often serve the same business goals or functions.
Why the other options are incorrect:
A. A portfolio is a group of programs, and a program is a large project:
❌ Incorrect — A program is a group of related projects managed in a coordinated way, not just a "large project."
Also, a portfolio may contain projects, programs, and operational work, not just programs.
C. Programs focus on the internal interdependencies within each project in a portfolio:
❌ Incorrect — Programs manage interdependencies among related projects, not within each individual project in a portfolio.
D. Portfolios focus on program results and project deliveries:
❌ Misleading — Portfolios focus on strategic alignment and maximizing value, not directly on the results or deliverables of programs or projects.
B. Portfolios often engage with the same stakeholders as the programs and projects in the portfolio.
Explanation:
Portfolios, programs, and projects are interconnected, and they often share common stakeholders. For example, a portfolio aimed at improving customer experience might include programs for enhancing customer service and launching new products. Both the portfolio, programs, and individual projects within those programs would likely involve stakeholders such as customers, executives, and department heads.
B. Portfolios often engage with the same stakeholders as the programs and projects in the portfolio.
Portfolios typically consist of multiple programs and projects, and they often share common stakeholders. The management of portfolios involves coordinating and balancing the diverse components to achieve strategic objectives.
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