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Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
Best Practice In A Recession   Styled Ck
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Best Practice In A Recession Styled Ck

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OGC Lead Authors share their thoughts.

OGC Lead Authors share their thoughts.

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  • 1. Best Practice User Group™ aims to be the official user group of choice for programmes, projects and risks. Our mission: to help users adopt, use, share and shape the application of OGC PPM products.
  • 2. Best practice in a recession: luxury or necessity? PREPARED BY THE LEAD AUTHOR CLUB
  • 3. Overview  Session one  Why use Best Practice in a recession?  Session two  How do I embed Best Practice in a recession?
  • 4. OGC Best Practice Portfolio
  • 5. Characteristics  Best Practice  A Recession Optimal use of process, New funding is scarce   skills, tools, information Existing funding may be  Proven withdrawn  Based on experience External factors uncertain   Structured thinking Sense of panic   Avoids waste Sense of urgency   Enables prioritisation The ‘wing it’ approach can   emerge Provides governance 
  • 6. More costs less agility? Best Practice Winging It Optimal process No process (not too much, not too little) Adds some Project Management costs Adds Fire Fighting costs Improves predictability Requires a leap of faith – trust me Repeatable People dependent Comparable projects/programmes enable Pet projects/programmes prevail informed decision making Ensures strategic alignment Silo decisions Dependencies clear Subject to surprise Change is controlled (not prevented) Change is normal (what baseline?) Success can be measured Success defined retrospectively (I said you could trust me!)
  • 7. Questions to ask?  Do senior management know… How each project contributes to strategic objectives?   The likelihood of achieving the expected benefits?  The remaining cost of each project?  The earliest and latest completion time for each project?  What’s our exposure to risk?  What’s our resource capacity?  The impact on the achievement of strategic objectives if any single project was cancelled, deferred, slowed down or accelerated?
  • 8. Portfolio appraisal - decisions  Existing projects  New projects (never start) Cancel Reject  need to make safe and/or Defer (not now) salvage work in progress Go (now) Suspend  as above but leave in a position such that it can easily be restarted on Carry  And keep monitoring Accelerate  for existing projects yielding high returns at low cost
  • 9. Example portfolio appraisal Cancel or Suspend Reject or Defer Accelerate Go Decisions Decision Decision Decisions Note: this is just one way of viewing a portfolio (diagram courtesy of ChangeDirector)
  • 10. Informed decision making  Requires  clear understanding of strategic objectives and corporate priorities  transparency of analysis  confidence in forecasts  timely, efficient and effective reporting  Contribution of changes to strategy  Team work Best Practice project, programme and portfolio management enables this
  • 11.  Session one  Why use Best Practice in a recession?  Session two  How do I embed Best Practice in a recession?
  • 12. Where to focus? Corporate Programme Management Strategy Project Management Business-as- Delivery Portfolio usual mechanisms Management environment for change
  • 13. Where to focus? Portfolio DOING the RIGHT THINGS The quot;Rightquot; things to do? Capacity? How are we doing? effectiveness Can we do it? Can we adopt it? Programme Outcomes Benefits Processes? How do we do it? Lets do it the efficiency Project same way! DOING the THINGS RIGHT Deliverables
  • 14. How P3M3 can help Stake-holder Management Oganisation Governance Benefits Management Management Control Risk Management Management Management Resource Finance Metrics Level 5 Improvement Optimised Level 4 Managed Plan Level 3 Defined Level 2 Repeatable Level 1 Recognised Appropriate Step 4 Capabilities How will you know? Stake-holder Management Oganisation Governance Benefits Management Management Control Risk Management Management Management Resource Finance Baseline Step 3 Level 5 Optimised Assessment Level 4 Managed How will you Level 3 Defined get there? Level 2 Repeatable Level 1 Recognised Stake-holder Management Oganisation Governance Benefits Management Management Control Risk Management Management Management Resource Finance Level 5 Optimised Step 2 Level 4 Managed Where do you Level 3 Defined Level 2 want to be? Repeatable Level 1 Recognised Step 1 Where are you today?
  • 15. P3M3 Maturity Levels Project Management Programme Management Portfolio Management Undertake continuous process improvement Undertake continuous process improvement Undertake continuous process improvement Level 5 - 15 with proactive problem and technology with proactive problem and technology with proactive problem and technology Optimised management for projects in order to improve management for programmes in order to management for the portfolio in order to its ability to depict performance over time and improve its ability to depict performance over improve its ability to depict performance over optimize processes. time and optimize processes. time and optimize processes. Obtain and retain specific measurements on Obtain and retain specific management Obtain and retain specific management Level 4 - its project management performance and run metrics on its programme management metrics on its whole portfolio of programmes Managed a quality management organization to better performance and run a quality management and projects as a means of predicting future predict and control future performance. organization to better predict and control future performance. The organization assesses its performance. capacity to manage programmes and projects and prioritize them accordingly. Have its own centrally controlled project Have its own centrally controlled programme Have its own portfolio management process Level 3 - processes with individual projects being able processes with individual programmes being and centrally controlled programme and Defined to flex within these processes to suit the able to flex within these processes to suit the project processes with individual programmes particular project. particular programme. and projects being able to flex within these processes to suit particular programmes and/or projects. Ensure that each project is run with its own Ensure that each programme is run with its Ensure that each programme and/or project in Level 2 - Repeatable processes and procedures to a minimum own processes and procedures to a minimum its portfolio is run with its own processes and specified standard. (There may be limited specified standard. (There may be limited procedures to a minimum specified standard. consistency or coordination between projects). consistency or coordination between (There may be limited consistency or programmes). coordination). Recognize projects and run them differently Recognize programmes and run them Have an Executive Board that recognizes Level 1 - from ongoing business. (Projects may be differently from projects. (Programmes may be programmes and projects and maintains an Aware running informally with no standard processes running informally with no standard processes informal list of investments in programmes and or tracking system). or tracking system). projects, without perhaps a formal tracking mechanism and documented process.
  • 16. P3M3 Maturity Levels Project Management Programme Management Portfolio Management Undertake continuous process improvement Undertake continuous process improvement Undertake continuous process improvement Level 5 - 16 with proactive problem and technology with proactive problem and technology with proactive problem and technology Optimised (Process Improvement) management for projects in order to improve management for programmes in order to management for the portfolio in order to 2% its ability to depict performance over time and improve its ability to depict performance over improve its ability to depict performance over Deliberate optimisation/improvement optimize processes. time and optimize processes. time and optimize processes. Obtain and retain specific measurements on Obtain and retain specific management Obtain and retain specific management Level 4 - its project management performance and run metrics on its programme management metrics on its whole portfolio of programmes Managed (Quantified) a quality management organization to better performance and run a quality management and projects as a means of predicting future 4% predict and control future performance. organization to better predict and control future performance. The organization assesses its Process management and measurement takes place performance. capacity to manage programmes and projects and prioritize them accordingly. Have its own centrally controlled project Have its own centrally controlled programme Have its own portfolio management process Level 3 - processes with individual projects being able processes with individual programmes being and centrally controlled programme and Defined (Embedded) to flex within these processes to suit the able to flex within these processes to suit the project processes with individual programmes The process is defined/confirmed as a standard business process 9% particular project. particular programme. and projects being able to flex within these processes to suit particular programmes - Documenting desired practices / Designing processes. and/or projects. Ensure that each project is run with its own Ensure that each programme is run with its Ensure that each programme and/or project in Level 2 - Repeatable processes and procedures to a minimum own processes and procedures to a minimum its portfolio is run with its own processes and (Process discipline) specified standard. (There may be limited specified standard. (There may be limited procedures to a minimum specified standard. The process is used repeatedly 85% consistency or coordination between projects). consistency or coordination between (There may be limited consistency or programmes). coordination). - Documenting current practices Recognize projects and run them differently Recognize programmes and run them Have an Executive Board that recognizes Level 1 - from ongoing business. (Projects may be differently from projects. (Programmes may be programmes and projects and maintains an Aware (Chaotic, Ad Hoc, Heroic) running informally with no standard processes running informally with no standard processes informal list of investments in programmes and or tracking system). or tracking system). projects, without perhaps a formal tracking The starting point for use of a new process mechanism and documented process.
  • 17. Example P3M3 dashboard PjM3 specific Attributes Oganisational Management Management Management Management Management Management Stake-holder Governance Resource Benefits Finance Control Risk Key: H/M/L designates confidence Red = no evidence of key practices Level 5 Amber = some evidence key Optimised practices Green = most key practices in place Level 4 White = out of scope M H Managed Level 3 H H M M M H M Defined Level 2 H H M H L M H Repeatable Level 1 M H H M M H H Aware
  • 18. Tips for ‘low cost’ activities  Understand the environment Current strategy  Current threats and opportunities - risk assessment  Current capability - use a P3M3 self-assessment or facilitated self-assessment  Define the portfolio – It’s always important, now it is also urgent   Do the right things - Get a list of projects/programmes Evaluate strategic alignment and status  Look for unhinged projects/programmes  Look for duplication and opportunities to pool initiatives   Do those things right - Avoid ‘silver bullet’ solutions. Best practice requires a blend of capability in People  Process  Technology  Information   Share successes Establish a community of practice  But, remember… Success = quality of (people, processes, technology, information) x the level of adoption
  • 19. Where to find Best Practice guidance? www.best-management-practice.com
  • 20. Contributors  Craig Kilford Portfolio Management Guide author   ckilford@cansoti.com  www.cansoti.com  Andy Murray  PRINCE2 2009 lead author  Andy.murray@outperform.co.uk  www.outperform.co.uk  Rod Sowden  MSP 2007 lead author  rod.sowden@aspireeurope.com  www.aspireeurope.com  Sue Vowler  P3O lead author  sue@project-angels.co.uk  www.project-angels.co.uk
  • 21. www.usergroup.org.uk 0845 0548038 admin@usergroup.org.uk

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