portfolio management approach in 2016 by sharon rené summers
TRANSCRIPT
Enterprise Portfolio Management
Approach Today and Guidance for 2016 & the Future of your Organization
By: Sharon René Summers
Owner of ITVAMP, LLC
Project ServerCopyright 2015 ITVAMP, LLC All Rights Reserved Ask about
Enterprise Portfolio Management
Analyzing your Portfolio
1. Report on all “Proposed Projects” with an entry Status.2. Review all items in your Portfolio for all EPM areas in the framework. 3. Review if Projects are Aligned and mapped to Business Goals and Objectives.4. Rate Projects with a Priority in a PPM system that will keep track.5. Decide what projects can be consolidated.6. Ensure there is time to On-board Resources needed to move the projects out of Proposed
status to Active status.7. Know where your funding gates are.8. Ensure when project moves from Proposed to Active on the Portfolio that all required
Resources are aware.9. Ensure to Analyze & Report all Portfolio level issues.10.Present current Portfolio with Proposed/Active/On-Hold with Financials to the EPMO.11.Use a Portfolio Management Tool i.e. Project Server to manage the Portfolio.12.Link db. of Financial Tool to the Portfolio Tool to confirm budget numbers are accurate.
What is a Sub-Portfolio?
The Enterprise Corporate Portfolio carries all Departments with Total Budget for the entire organization.
Information Technology = $Business Departments = $Research & Development = $
What are you not doing?
Are there Projects in your portfolio that are run on projects?
def: A run on project – a project that runs on from year to year with no end. If there are projects that continue to run, one must specify an end date where new budgets may be associated each year to the portfolio.
Are there projects that are Business or Operational Projects that need to be defined in their respective categories?
Are you not hiring the appropriate roles required to run an EPMO?
Are you not defining requirements and or metrics for Portfolio Success?
What projects each quarter are you NOT doing?
Who’s in Charge of the Portfolio?
EPMO Director
Portfolio Manager
Portfolio Analyst Portfolio Administrator Financial Analyst
What is Enterprise Portfolio Management?
What Enterprise Portfolio Management Is
A framework that consists of high level key areas defined with Processes and sub-processes to manage an organization.
A Higher level of Processes that include Project Management, Information Technology and the Business.
What Portfolio Management Isn’t
A list of projects in Excel.
Project Management Methodology.
A way to find out what you are doing.
A Department in a company.
A line manager’s personal budget.
PPM Toolset Evaluation
How do you know if you have selected the correct PPM Tool? Review your current state of the PMO.
Ensure it is in a ready state to be an EPMO
Installing a PPM Tool will change how you do business!
Ask for an EPM Assessment.
Never select Software based on Budget.
Always fit to the Maturity Level of the Organization.
Methodologies not part of EPM
Methodologies are only part of Project Management.
In EPM and PPM Project Management is only 1/12 of an EPM
This photo only displays 4 of the areas of the EPM Process & PPM Tool
Stoplights Portfolio vs. Project
Portfolio Status does not = Project Status
Red/Yellow/Green of Portfolio
Stoplight Criteria of your Portfolio Dashboard must be set with different criteria than does Stoplight Values of Project Dashboard.
If a Project is red at inception it is a proposed project coming into the pipeline and once it hits the pipeline, there is a pipeline rating. Red on Resource for a pipeline item could mean a vendor contract is in flux or your vendor is
still in search of the proper skill.
Red on Budget for a pipeline item could mean budget is not approved or a chargeback item is awaiting clearance so that you may utilize that budget for this item’s spend.
Red on Time for a pipeline item could mean that you have 60 days for your approval of all projects from Proposed to Active and you are past.
Project Approval should not mean you want to do a project as a project can sit in the pipeline and it could be months before you are able to move to an “Active Status.
A PM must be assigned in order for a project to be considered “Active” or who does the work even if exploratory?
PPM Technologies
Project Server CA ClarityPlanview
HP PPM SAPDaptiv
Primavera PlaniswareVPMi
Top PPM Systems
Microsoft Project Server CA Clarity Planview
About Sharon René Summers
Sharon René Summers has 30 years in the Information Technology industry. She began her career in the early 80’s with the “Halt & Catch Fire” cabling of Twinax from Wyse Terminal to Wyse Terminal to create a “Network”. Sharon began with IBM System 36, 38 and AS400 Operating Systems for major corporations on the east coast. Shortly in the 90’s she began a career in Project Management before there were any PM Tools.
Sharon René Summers started in the 90’s by installing Microsoft Software that lead to a career of Portfolio Management before there was even talk of a Portfolio. In 1998 she installed & configured the first version “Project Central as well as Project Server 2000.
The 80’s
The 90’s
The 2000’sIn 2002, Sharon opened ITVAMP, LLC and began to sub-contract out her work and partner with companies to perform PMO Assessments, EPMO Builds, PPM installations and Configurations of Project Server, Clarity, Planview, HP PPM, SAP and others. With the need of all organizations to manage budgets and resources, Sharon has accomplished this successfully for some of the most important companies in the world and of our times.
Snapshots of Sharon’s Resume
Press
In 2009 Sharon was interviewed as an industry expert by PM Magazine.
She was asked by Sarah Fister Gale a reporter of PM Magazine on this subject:
In Today’s economy American companies are eager to slash expenses. Are there any other ways?
Ms. Summers points out that the elimination of resources even in an economic downturn can create havoc.
She built a financial management process for a utility company, United Water finding a duplication of licensing costs in a Portfolio that resulted in Millions in Savings!
Vendor, Partners & ITVAMP
Microsoft – ITVAMP became a partner with Microsoft in 2007.
Accenture – ITVAMP performed the Project Server 2010 Requirements for Bristol Myers Squibb.
Burlasoft – ITVAMP performed the Mercury ITG / HP PPM rollout for Dunn & Bradstreet.
ITVAMP – ITVAMP performed the PMO rollout (Methods & Tools) for FollsAmerica Reinsurance.
Planview – ITVAMP performed Planview 10 Resource rollout for Blue Cross Blue Shield.
Project – ITVAMP performed the Clarity implementation for Comcast Cable.
PCubed – ITVAMP performed the Project Server 2003 Rollout for Lucent Technology.
UMT – ITVAMP performed the Project Server 2010 Department Rollout with UMT for Merck.
Project Made Easy – ITVAMP performed the Project Server 2013 pilot for Kaiser Permanente.
ITVAMP’s Clients
Contact Information:
Sharon René SummersOwner & Principal Solutions Consultant
ITVAMP, LLC
email: [email protected]
609-372-3524
We Revamp your IT!
If these talking points make business sense to you call ITVAMP, LLC for an Assessment of your EPMO and Implementation of PPM
Tools.
Thank You!