®

IBM Software Group

© 2009 IBM Corporation

Effektivare prioriteringsmetoderoch portföljbalans.

Carolina Hallonstén, IBMlina.hallonsten@se.ibm.com

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Agenda

Introduktion

Demonstration av ett generellt exempel

Genomgång av två verklighetsanknutna exempel

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Plan

“Doing the Right Things”

“Doing Things Right”

“Measure Performance

Against Business

Objectives”

Integrated Software & Product Lifecycle Management Platform

Best Practice Processes and Guidance

Portfolio Management

Project Management

Performance Management

Execute

Powered by

Measure

Improve

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- Använder vi samma projektmodell?- Dubbelt arbete?- Hur får vi “feedback”?- Hur delegeras uppgifter till projektmedlemmar? - Hur följer vi upp på delegerade uppgifter?- Har vi rätt resurser- Vilka aktiviteter i projektet skall genomföras?

Focus: Projektportföljshantering

Genomför vi de strategiskt riktiga projekten?- Genererar de värde?- Hur hanteras förändringar i portföljen?- Vad är kopplingarna?

Focus: Projekthantering

Genomför vi projekten på rätt sätt?

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Portföljhantering

Projektportföljs

hantering

Anpassa till strategier

Infria affärsmål

Balansera

Rätt tid

$Rätt kostnad

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Varför behövs Projektportföljshantering?Reducera antalet redundanta projekt ochgöra det lättare att stoppa pågående projekt.

Möjliggöra en mereffektiv planering avresurser.

Uppmuntra affärsledare atttänka “team” och inte “jag” och

att ta ansvar för projekten.

$

Maximera värdet avinvesteringarna och

minska riskerna.

Förbättra kommunikation ochsamordning.

Projektportföljshantering

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Utmaningar

Hur ska vi prioritera våra projektförfrågningar?

Hur kan vi hantera konflikter i prioriteringen?

Hur kan vi effektivt använda vårabegränsade resurser?

Hur kan man avgöra ett projekts värde?

Hur kan vi följa statusen på våra projekt, vilka är aktiva och är de fortfaranderelevanta?

Hur kan vi hitta den optimala balansen i vårportfölj för att maximera värde och minimerakostnaderna?

…och viktigast av allt, hur försäkrar vi ossom att våra investeringar följer företagetsmål, strategier och prioriteringar?

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28% of projects are redundant wasting valuable staff resources, time and money

Studier visar att…

Sources: IDC Whitepaper: How Project and Portfolio Management Solutions Are Delivering Value to Organizations September 2008, The State of the CIO ’09, Standish survey 2002 Winning new products-Robert Cooper, Wikipedia, Harvard Business School, IBM Global CEO Study, 2006

70% of CIOs say long-term strategic thinking and planning is the most critical leadership competency

66% of CEOs expect their organizations to be inundated with change

41% of projects fail to deliver the expected business value and ROI

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Doing the Wrong Thing

“Companies find that their greatest challenges are properly valuing product opportunities and making objective portfolio management decisions. Unfortunately, most companies are focusing on project execution as opposed to portfolio decision-making, despite having identified challenges in choosing and maximizing product portfolio value.”

Jim Brown

VP Global Product Innovation & Engineering Research

AberdeenGroup

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Doing the Wrong Thing

“Companies find that their greatest challenges are properly valuing product opportunities and making objective portfolio management decisions. Unfortunately, most companies are focusing on project execution as opposed to portfolio decision-making, despite having identified challenges in choosing and maximizing product portfolio value.”

Jim Brown

VP Global Product Innovation & Engineering Research

AberdeenGroup

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“There is no loss to the customer by eliminating activities that do not add

value.”– Peter Drucker

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Rational Focal Point för Projektportföljshantering

Centraliserad projektinformationFör att hantera portföljen, inte baraindividuella projekt

Värdera och prioritera projektFör att maximera värde

Följa upp och granska portföljenFör att bibehålla effektiviteten

Kan enkelt kopplas ihop med kringliggande processer

KravhanteringFörvaltning

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Rational Focal Point

Värdegrundatbeslutsfattande

Effektivitet

Samarbete

Kontroll

Synlighet

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Demonstration

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© Copyright IBM Corporation 2009. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.