portfolio management
DESCRIPTION
Nigel Bell gave an overview of portfolio management and the work of the APM Portfolio Management SIG at a recent APM East of England branch event.TRANSCRIPT
Portfolio Management
Nigel Bell
East of England Branch
21st February 2012
Marshall Aerospace, Cambridge
Portfolio Management
Proposed Agenda Scene-setting and credentials Some portfolio management definitions Some portfolio management principles Some portfolio management challenges Where we are today (recent survey) Seven simple steps which guarantee portfolio
management success in three weeks* Remaining dialogue
* not really
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Portfolio Management
Scene-setting Portfolio management (PfM) has been around for
many years in various forms and for various purposes
Since the turn of the century its profile has risen exponentially ...
... perhaps because we live in increasingly turbulent times
The APM established its Portfolio Management (PfM) SIG mid-2010.
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Nigel Bell
Credentials Founding committee member, sower of seeds since 2000 BSc computing > MBCS > CEng > MSc Managing
Change > FBCS > MAPM Systems devt projects IT-enabled change projects
change projects Do > lead > coach PWC consultancy > European IS Dir Low & Bonar >
Global IS Dir Drug Devt Astra(Zeneca) > CEO NHSIA > Cabinet Office > independent/Gateway RTL (+Logica interlude) > Managing Partner HP (Jan 2012)*
PfM: R&D > IS > NHS IS > Business Development
*I am speaking this evening in a personal capacity, any views etc etc 4
Portfolio management
Some definitions P3O ® publication states ‘A portfolio is the investment
in the changes required to meet strategic objectives’ OGC Management of Portfolios® (MoP) states
‘Portfolios represent the totality of an organisation’s investment (or segment thereof) in the changes required to achieve its strategic objectives’
APM defines Portfolio Management as: ‘The selection and management of all of an organisation’s projects, programmes and related business-as-usual activities taking into account resource constraints’.
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Portfolio management
... and some more OGC adopts a more process perspective: ‘PPM is a co-ordinated
collection of strategic processes and decisions that together enable a more effective balance of organisational change and business as usual.
National Audit Office emphasises the key aspects of prioritisation and strategic alignment: ‘Prioritisation of all an organisation’s projects and programmes in line with business objectives and matched to its capacity to deliver them’.
Cranfield MS and Open University define it as ‘Managing a diverse range of projects and programmes to achieve the maximum organisational value within resource and funding constraints.’
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The Portfolio Management cycles
Define
Benefits Mgmt
Financial Mgmt
Risk Mgmt
Stakeholder Engagement
Resource Mgmt
Management Control
Understand
Plan
Balance
Prioritise
Categorise
Organisational Energy
Source: OGC Management of Portfolios, pub TSO 2011
Success – a Portfolio Management perspective
Portfolio Management ensures the ‘right’ projects & programmes are selected and managed for success….’Portfolio Management SIG 2011
‘All Projects Succeed’APM Vision 2011
Supports timely decision making and re-
orientation of in-flight projects & programmes
so that strategic benefits are optimised
Ensures early identification of
Projects & Programmes that
don’t add value/benefit so they
are not started or are stopped
Identification of Projects & Programme that are strategically aligned.
Those not strategically aligned are not started or cancelled as early as
possible
Ensures visibility of all projects & programmes and their interdependence and enables tracking and focus
to ensure success. Provides better
engagement with staff
Supports effective and optimised allocation of
resources to better enable the highest priority ‘right’ projects and programmes to succeed
Ensures management of risk at the collective level increasing success of the ‘right’ projects & programmes and a link to business risk management
Provides robust governance of change
across the whole landscape of change /
projects
Portfolio management
My 4 contexts and experiences Common factors in prioritisation
– Strategic fit
– Costs to go
– ROI/benefits
– Achievability/confidence Differences
– Pharma R&D: complexity, “failure” rate, maturity
– Pharma IS: dependencies, scale diversity
– NHS IS: politics and Politics!
– Bus Devt: two tier – client and opportunity Common outcomes
– Critical, tier 2, tier 3, parked 9
Portfolio management
Some principles
Proactive and visible Senior Management Commitment
Consistent and effective Governance Alignment
Alignment of the Portfolio with Strategic Objectives
Coordination through a Portfolio Office
Shared change culture and associated behaviours
10*ource: OGC Management of Portfolios, pub TSO 2011
Portfolio management
Some challenges (1) Getting Portfolio Management started Developing an initial portfolio Prioritising and balancing the portfolio Delivering overall portfolio benefits Dealing with tensions between Portfolio and
BAU/Operational objectives Securing and sustaining business unit
management commitment
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Portfolio management
Some challenges (2) Securing and developing people with the
right portfolio skills/capabilities Putting in place the right tools & techniques
to support Portfolio Management Achieving the goals set for a Portfolio
Management function Applying lessons learnt from regular reviews
of Portfolio Management performance
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Portfolio Management SIG – 2011/12 Membership Survey (Preliminary Results)
The PfM survey was launched in December 2011, at which time there were 575 SIG members.
Initial 50 responses have undergone initial analysis.
Those that took part have provided a very good series of responses, across all 15 questions.
Summary results follow. We are keen to encourage ongoing contributions
to this rolling survey – your APM needs you!13
1. Which best describes your role?
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2. To which sector does your organisation belong?
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3. How would you describe the approach to portfolio management in your organisation?
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4. In which part of the organisation is the main Portfolio Management (PfM) function domiciled?
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5. In what units do you structure your portfolio of change / investment initiatives? (multiple selections apply)
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6. How many projects comprise your change / investment portfolio?
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7. How large (£) are your projects? (multiple selections apply)
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8. How many programmes comprise your change / investment portfolio?
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9. How large (£) are your programmes? (multiple selections apply)
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10. Do you also include services/BAU within your change/investment portfolio?
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11. Please rate the importance your organisation attaches to each of the following PfM principles
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12. Please rate how successfully you believe these principles are being applied in your organisation
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13. Please rate how successfully the following common PfM challenges have been or are being addressed
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14. Which (up to 3) topics in Q13 are most worthy of further discussion/ debate through the APM?
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15. Up to 3 topics in Q13 for which you are prepared to draw up a short outline of what has worked well or not so well in your organisation?
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End of core presentation
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Portfolio Management SIGForthcoming Events
Practical Experiences of Portfolio Management
London, 20th March, 5.30pm
Visit www.apm.org.uk/events for more details
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Portfolio Management SIGYour next steps Please do complete the survey at www.surveymonkey.com/s/LB93F9C If you are interested in joining the SIG
www.apm.org.uk/group/portfolio-management-sig Join in the debate
– Blog etc To follow up on any other aspect of this evening’s
presentation– email [email protected]
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Thank you for your attention and engagement
Travel safely
Nigel Bell
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