proventures reconnect session on project portfolio management (ppm) p seenivasan pmp,pgmp,pfmp...
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Proventures reconnect session on Project Portfolio Management
(PPM)
P Seenivasan PMP,PgMP,PfMPDirector, Proventures Educat ion and
Consul t ing
28th May 2015
Pulse of the Profession
SALIENT FEATURES FROM PMI REPORT 2015
High performing Vs Low performing
Meet 90% of the business goals
Wastes 12 times less money than low performing organization
But only 12% of the organizations are high performing
LPO meets 36%While, LPO wastes
24% investment, HPO wastes 2%
Out of 100 organizations 88 are LPO
Basics for a HPO
Fully understand the value of project management
Actively engaged executive sponsors Aligning projects to strategy Developing and maintaining Project
Management Talent Establishing a well-aligned and effective PMO
(Project Management Office) Using standardized Project Management
practices throughout the organization
High-performing organizations
Successful projects
Talent Management
Process focus within HPO
Benefit Realization Maturity
Of the projects started in your organization in the past 12 months that were deemed failures, what were the primary causes of those failures?
Part II
PPM OVERVIEW
“Strategy can not be planned because planning is about analysis and strategy is about synthesis.”
- Henry Mintzberg, ( former President of the Strategic Management Society)
“You’ve got to be very careful if you don’t know where you are going, because you might not get there.”
- Yogi Berra
five organizational styles to strategic technology planning
Navigator
Evangelist
ConductorGuerrilla
Research
team
Let us look at the overall Landscape!
Vision
Mission
Strategy and Objectives
Portfolio Management
Projects and Programs (Projecticed activities to build service
Capability)
Ongoing operations ( Recurring activities that support service
delivery )
OrganizationalInfrastructure and Resources
OperationManagement
Program and Project
Management
15
Business Value
• Concept that is unique to each organization• Defined as the entire value of the business (The sum total of
all tangible and intangible elements)• Tangible elements include monitory assets, fixtures,
stakeholder equity and utility• Intangible elements include goodwill, brand recognition,
public benefits and trademarks• Depending on the organization, business value scope can be
short, medium or long term• Value may be created through the effective management of
on-going operations• In order to bridge the gap between organizational strategy
and successful business value realization, the use of portfolio, program and project management techniques is essential
© 2013 PROGRESSIVE VENTURES. ALL RIGHTS RESERVED.
PROJECT MANAGEMENT - INTRODUCTION
Why ePMO – Portfolio Perspective
Portfolio is a component collection of Programs, Projects or Operations managed as a group to achieve strategic objectives
- Portfolio Management Standard Edition 3
Portfolio components are identified, measured, evaluated, ranked, balanced, authorized, monitored and controlled to achieve strategic objectives
Portfolio is perpetual for a live organization
Portfolio Management
What - It is a centralized management of one or more
portfolios Why -
To enable executive management to meet organizational goals and objectives
How - through efficient decision making
Where- It concerns one or more portfolios, programs,
projects, and operations
Enablers for PPM
The organization including the executive management embraces the practice of Portfolio Management
Proposed Project, Program and Operational components need to be evaluated
Appropriate skilled staff members are available to manage Portfolio
Project and Program Management processes already exists
The organizational roles and responsibilities are defined
Mechanisms are in place to communicate decisions and other informations internally and externally
Portfolio Management Process groups
They are performed in sequence and have clear dependencies
They are independent of application areas and industry
The process groups and processes within the process groups may be iterated prior to Portfolio component authorization
The process groups are not phases of Portfolio Management
Portfolio Management : Mapping of Process Groups and Knowledge Areas
DefiningProcess Group
Dev Portfolio Strategic Plan
Develop Portfolio Charter
Define Portfolio Roadmap
Dev Portfolio Management PlanDevelop Portfolio
Develop Portfolio Performance
Management Plan
Dev Portfolio Communication
Management Plan
Dev Portfolio Risk Management Plan
Aligning Process Group
Manage Strategic Change
Optimize Portfolio
Manage Supply and Demand
Manage Portfolio Value
Manage Portfolio Information
Manage Portfolio Risks
Authorizing and Controlling Process Group
NA
Authorize PortfolioProvide Portfolio
oversight
NA
NA
NA
Portfolio Strategic Management
Portfolio Governance Management
Portfolio Performance Management
Portfolio Communication Management
Portfolio Risk Management
Portfolio Management Knowledge
Areas
Portfolio Management Process Groups
Defining Process group
The defining process group consists of those processes performed to establish the way the organizational strategy and objectives will be implemented in a portfolio
It involves : Determining the Portfolio Strategic Plan Determine the Portfolio Structure and Roadmap Define the Portfolio Develop the Portfolio Management Plans and
Subsidiary Plans
Aligning Process Group
Aligning Process groups consists of processes to manage and optimize the portfolio
This group determines : How the Portfolio Management components will be
categorized, evaluated and selected for inclusion, modification or exclusion, and thereby manage the portfolio
Authorizing and Controlling Process Group
Authorizing and Controlling Process Group consists of processes for determining the method to authorize the portfolio, and provide oversight
The processes within this process group are often repeated during the portfolio management process
Typically, these are ongoing functions of the governing body
PPM Process Group Interactions
Defining Process Group
Aligning Process Group
Authorizing and
Controlling Process
group
Organizational Strategy and Objectives
OPA, PPA,EEF and Inventory of Work
Projects, Programs and Other work
Projects, Programs and Other work
Deliverables in PPM
Defining Process Group
Aligning Process Group
Authorizing and
Controlling Process Group
Portfolio Strategic Plan, Portfolio
Charter, Portfolio Roadmap,
Portfolio Process Assets, Portfolio
Management Plan, Portfolio
Portfolio Reports
Enterprise/Organization
Project, Program, and Other Work
Governance Decisions
Portfolio Component Reports
Organizational Strategy and ObjectivesOPA, PPA,EEF and Inventory of Work
Integrated Portfolio Management Plan
Portfolio Prioritization
Managing Compliances
Procurement Management Planning
PfMP Components
3
4
56
1112Communication Planning
Performance Management Plan
Balancing Portfolio
Change Control & Management
Managing Strategic change
9
10
7
1
8
Risk Management Planning Managing Dependencies
Governance Model
Portfolio Oversight
2
Portfolio Functions
Defining Aligning Authorizing Controlling
Role of Portfolio Manager
Establishing and maintaining a framework and methodology and processes
Guiding the selection, prioritization, balancing, and termination of portfolio components
Establishing and maintaining appropriate infrastructure and systems to support portfolio management processes
Continuously reviewing, reallocating, reprioritizing, and optimizing the portfolio to ensure ongoing alignment
Role of Portfolio Manager
Providing key stakeholders with timely assessment of portfolio components, portfolio-level issues and risks that are impacting performance
Measuring and monitoring the value to the organization through portfolio performance metrics and targets
Meeting legal and regulatory requirements Supporting senior-level decision making Influencing active executive sponsorship
engagement Participating in program and project reviews to
reflect senior-level support, leadership, and involvement in key decisions.
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