portfolio management - the big 5...portfolio management balancing adaptability with stability dr....
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Portfolio Management Balancing Adaptability with Stability
Dr. Saadi Adra, CEOPfMP, PgMP, PMP, PMI-RMP, PMI-SP, EVP, OPM3Recipient of PMIEF 2016 Snyder Award
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INDEX
1. APor.olioStory2. PMI’sTheStandardforPor.olioManagement
Rev.4.03. TheVUCAChallenge:AchievingtheBalance–
AdaptandStabilize
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1.APor&olioStoryItTakesTwotoTango
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CAST
Jad–DirectorSam–ProjectManagerFarid–ProjectLeader
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JadassignsSamasProjectManager
Project Charter
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JadassignsFaridasSeniorProjectManager
Project Charter Project Charter1. SPONSORSHIP2. Delegation3. Capacity Building
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Farid’sCharterCondiXons
1. Define Jad’s Role to Support Farid and the project
2. Agree on the specific delegation of authority sanctioned by Jad for Farid
3. Set Capacity Building Plan for all team, including Jad himself
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SponsorshipMakesSuccess
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WelcometoPor.olioManagement
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Por1olioManagement
DoingTheRightThings
ProjectManagement
DoingThingsRight
ItTakesTwotoTango!
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PMIGlobalStandardsTheStandardforPor.olioManagementFourthEdiXon
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Organisational Strategy
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Por.oliocomponents
• RepresenthowOrganisaXonwillachieveitsstrategicgoalsandobjecXves
• RepresentorganisaXon’sinvestmentprioriXestoachieveitsstrategy
• RequiresmanagementandgovernancethatincludesallocaXngandsharingresources(e.g.,human,financial,asset,andintellectual)acrosspor.oliocomponents
• ShouldbequanXfiable,evaluated,measured,ranked,andprioriXzed
• Canbedirectedorcontrolledtoaccomplishpor.oliovalue
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Por.olioLifeCycleandtheSixPerformancedomains
Ini9a9on Planning Execu9on Op9misa9on
Portfolio Life Cycle
Portfolio Governance
Portfolio Capacity and Capability Management
Portfolio Stakeholder Engagement
Portfolio Value Management
Portfolio Risk Management
Portfolio Strategic Management
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Ini9a9on Planning Execu9on Op9misa9on
Portfolio Life Cycle
Portfolio Governance
Portfolio Capacity and Capability Management
Portfolio Stakeholder Engagement
Portfolio Value Management
Portfolio Risk Management
Portfolio Strategic Management
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• Eachpor.oliocomponentshouldbealignedtooneormorestrategicobjecXves,andtheposiXveimpactshouldbeconstantlymonitored.
• Thegoaloflinkingpor.oliomanagementwithOrganizaXonalstrategyistoestablishabalanced,executableplan.
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ProjectsandprogramsdrivechangeinorganisaXons
The Project Management Institute, PMBOK® Guide, Sixth Edition, Project Management Institute, Inc., 2017.
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PMI–PulseoftheProfessionsurveybyTheBrightline™Ini3a3ve
Strategydeliveryisjustasimportantasstrategydesign—buttoomanyleadersdon’tseemtorealizeit.OrganizaXonsfailtomeet20%oftheirstrategicobjecXvesbecauseofpoorimplementaXon,andOnly1in10organizaXonscandeliveralloftheirstrategiciniXaXvessuccessfully
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Ini9a9on Planning Execu9on Op9misa9on
Portfolio Life Cycle
Portfolio Governance
Portfolio Capacity and Capability Management
Portfolio Stakeholder Engagement
Portfolio Value Management
Portfolio Risk Management
Portfolio Strategic Management
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Ini9a9on Planning Execu9on Op9misa9on
AuthorizaXonCharter
HealthMonitorPerformance
Reports
ClosePhase,ProjectorProgram
FeasibilityBusinessCase
KillProjectorProgram
Portfolio Life Cycle
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Ini9a9on Planning Execu9on Op9misa9on
Portfolio Life Cycle
Portfolio Governance
Portfolio Capacity and Capability Management
Portfolio Stakeholder Engagement
Portfolio Value Management
Portfolio Risk Management
Portfolio Strategic Management
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Iden9fyNeededResourceRequirements
(Competencies,Skills,Experience)ToFulfillStrategies
ResearchMarketGAP(Demand)
SetStrategicAlignmentMethod
CheckExis9ngCapacity(Supply)
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UnusedCapacity
UnmetDemand
AllocatedResources
DemandResource
Requirement
SupplyResourceCapacity
Minimize
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UnmetDemand
UnusedCapacity
AllocatedResources
DemandResource
Requirement
SupplyResourceCapacity
Minimize
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MOREAllocatedResources
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Ini9a9on Planning Execu9on Op9misa9on
Portfolio Life Cycle
Portfolio Governance
Portfolio Capacity and Capability Management
Portfolio Stakeholder Engagement
Portfolio Value Management
Portfolio Risk Management
Portfolio Strategic Management
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Stakeholdermapping
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Stakeholderengagement
• ThegoalofthistechniqueistoidenXfy:
q Which stakeholders should receive project
communicaXons
q WhatcommunicaXonstheyshouldreceive
q HowtheyshouldreceivethesecommunicaXons
q HowoXentheyshouldreceivethem
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CommunicaXonsplan
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Ini9a9on Planning Execu9on Op9misa9on
Portfolio Life Cycle
Portfolio Governance
Portfolio Capacity and Capability Management
Portfolio Stakeholder Engagement
Portfolio Value Management
Portfolio Risk Management
Portfolio Strategic Management
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StrategyPor1olio:
ValueDecisions
Programs/Projects:ResultsDelivery
Opera9ons:BusinessValueRealisaXon
Organisational Environment Portfolio Review and Adjustments
Business Impact Analysis
Value Performance Analysis
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Componentsofvaluemanagement
q NegoXateexpectedvalue
q Maximizereturn
q Realizevalueq Measure
performanceq Reportvalue
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Ini9a9on Planning Execu9on Op9misa9on
Portfolio Life Cycle
Portfolio Governance
Portfolio Capacity and Capability Management
Portfolio Stakeholder Engagement
Portfolio Value Management
Portfolio Risk Management
Portfolio Strategic Management
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Youwillalwaysmiss100%oftheshotsyoudonottake
WayneGretzky
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Riskstrategy
RiskCapacity
RiskTolerance
RiskAppeXte
The risk you can AFFORD to take (Financial)
The risk you NEED to take (strategic)
The risk PREFER to take (physiological)
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3.Howdoesyourorganiza9onAdapttoachieveStabilityinaVUCAworld?
Vola6lity–Uncertainty–Complexity-Ambiguity
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TheanX-VUCAPor.olio
Volatile Vision – Cultural Change Management, Transformation & Adaptation
Uncertainty Embrace Disruptive Technologies for the right Opportunities
Complexity Aim for Clarity, Engage Stakeholders, Sponsors, Executives Employees, Customers and Partners
Ambiguity Agility geared on Execution for the Realization of the Strategy
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TheanX-VUCAPor.olio
Volatile Vision – Cultural Change Management, Transformation & Adaptation
Uncertainty Embrace Disruptive Technologies for the right Opportunities
Complexity Aim for Clarity, Engage Stakeholders, Sponsors, Executives Employees, Customers and Partners
Ambiguity Agility geared on Execution for the Realization of the Strategy
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Por.olio–VolaXlity
Por.olioresolvesvolaXlityhurdlesby:
• WorkingtowardsaVisionthatenablesCulturalChangeManagement,TransformaXon&AdaptaXon
• EnablingbusinessestoovercomeculturalandorganizaXonalchallenges,andwhyaformalprojectmanagementcapabilityisbestsuitedtosupportchangemanagementandlinkstrategydesigntostrategydelivery
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Por.olioEliminaXngUncertainty:EmbraceDisrupXveTechnologiesfortherightOpportuniXes
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“InnovatororganizaXonsrealizethatdisrupXvetechnologiescangivethemacompeXXveadvantagebyimprovingthecustomerexperience,enhancingemployeeefficiency,andshorteningprojectXmelines.”
MARKA.LANGLEY,PMIPresidentandCEO
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Por.olioandComplexity:
• Employeesaremoreengaged• Dedicatedcustomerbase.
• C-levelexecuXvesmustlearntomanagetheinfluxandinfluenceofdisrupXvetechnologies.
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Por.olioanX-Ambiguity:AgilitygearedonExecuXonfortheRealizaXonoftheStrategy
• Por.olioisthestrategicenabler—bridgingthegapbetweenacompany’svisionandhowthatvisioncomestolife.
• EnsurestheorganizaXoncanwithstandfuturechallengesandcapitalizeonfutureopportuniXes.
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Dr.SaadiAdra,CEOPfMP,PgMP,PMP,PMI-RMP,PMI-SP,EVP,OPM3RecipientofPMIEF2016SnyderAward(+961)[email protected]://www.linkedin.com/in/saadiwww.advisors.co
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