Your SlideShare is downloading. ×
Portfolio, Project and Programme Management
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

Portfolio, Project and Programme Management

1,916
views

Published on

Published in: Business, Technology

0 Comments
4 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,916
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
135
Comments
0
Likes
4
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Strategy delivery: Portfolio, Programme and Project Management (P3M) 1. Strategy Delivery Model 2. Portfolios 3. Project and Programme Delivery 4. Projects Database 5. SummaryThursday, July 28, 2011 1
  • 2. Strategy and P3M The OGC Model Strategy sets priorities for MMU – programmes Strategy & projects should help to deliver this Portfolio = a collection of programmes & projects that makes sense strategically Portfolio Programme = a collection of projects that together deliver specific Programme strategic goals Project = a temporary organisation that delivers Project specific outputs The typical institutional situation • No portfolios • Projects and programmes are set-up and approved at different levels • There is no consistent standard for approval • No one knows exactly how many programmes and projects are going on • Know one knows the extent to which benefits are delivered It’s a bit of a mess!Thursday, July 28, 2011 Strategy – Portfolio –Project 2
  • 3. Strategy delivery: Portfolio, Programme and Project Management 1. Strategy Delivery ModelThursday, July 28, 2011 3
  • 4. Strategy delivery & benefits model Executive (L1) • Decides strategy • Converts strategy into Portfolio Benefits Realisation Management • Assigns Portfolio to Oversight Groups • Checks benefits deliver strategy Oversight Groups (L2) • Set up programmes • Monitor programmes • Check for overlaps / relationships • Ensure benefits delivery Programme Boards (L3) • Manage programmes • Set up projects • Ensure business change Project Boards (L4) • Deliver outputs • Check outputs deliver outcomes • Work alongside change managementThursday, July 28, 2011 Strategy – Portfolio –Project 4
  • 5. Strategy delivery: Portfolio, Programme and Project Management 2. PortfoliosThursday, July 28, 2011 5
  • 6. Why have Portfolios? • In large organisations, there can be many programmes and projects. Portfolios are a mechanism for managing them in comprehensible and achievable “chunks” • Portfolios help to make funding arrangements more manageable, e.g. so much for capital investment, so much for business change, so much for academic innovation • Once portfolios have been established, and the funding for them agreed, it is much easier to prioritise programmes and projects within the portfolios A key role of the Executive in deciding portfolio content is to make room for speculative innovation – the kind of programme that could potentially give us a significant leap forward in the HEI sector What Portfolios should we have? This model shows portfolios Strategy partitioned in terms of capital, business improvement and Portfolio R&D – there are other viable models: choose what’s best Capital Business Innovation for you Programme Change or something different?Thursday, July 28, 2011 Strategy – Portfolio –Project 6
  • 7. What goes in the Portfolios? Proposals Questions: 1.Who makes the How does this fit our decisions? Senior management strategy? review inputs and agree portfolio (Executive) 2. Should all programmes & projects be decided at this level? No - differentiate between strategic delivery (SD) and business as usual (BAU). Use a project assessment tool – this could be tweaked for SD / BAU. BAU projects can be decided locally. PortfolioThursday, July 28, 2011 Strategy – Portfolio –Project 7
  • 8. How should Portfolios be managed? Objective 3 Objective 2 Objective 1 Strategic Strategic Strategic 1. Strategy • Programme C • Programme B • Programme A • Programme E • Programme D • Programme A • Programme C • Programme B 2. Portfolio 3. Programme Business Change Portfolio ICT Strategy Group 4. Project • Output from Executive = Portfolios • Each portfolio shows mapping of programmes against Strategic Objectives • Portfolio management includes setting up programmes and assigning them to oversight groups such as ICT Strategy Group Question: • What oversight groups do we need for our different portfolios?Thursday, July 28, 2011 Strategy – Portfolio –Project 8
  • 9. How should Portfolios be monitored? Business Change delivers Benefits • Benefits Realisation Management techniques map the connections between outcomes / business change and benefits delivery • This is monitored / managed at portfolio level (to check on programme success) • The project assessment framework provides consistency for the projects monitoring process • Carried out by Oversight GroupsThursday, July 28, 2011 Strategy – Portfolio –Project 9
  • 10. Strategy delivery: Portfolio, Programme and Project Management 3. Project and Programme DeliveryThursday, July 28, 2011 10
  • 11. Ensuring programme & project consistency “Top down” projects are to enable strategic delivery “Bottom up” projects are proposals that arise from within Directorates outside the top-down strategic process How do we ensure that we manage all our programmes and projects consistently? Use a project assessment framework to decide whether “bottom up” proposals are • Business as usual projects (these can go forward as part of the business unit’s decisions) • Strategic projects (these must be referred to a relevant oversight group for approval via the Executive) Criteria Score 1 Score 2 Score 3 Score 4 Cost £ Timescale in months £1,000-£10,000 1-6 £10,000 – £150,000 6 – 12 £150,000 – £500,000 12 – 18 >£500,000 >18 Business as usual Strategic Contributing to other Direct contribution Very minim al Direct co ntribution Strategic priorities work that is linked to to mo re than o ne dependency to a strategic target a strategic target strategic target Impact on Very minim al Som e new business Significant re- Major, e.g. 40 processes and structure of organisational (cost/benefit o utso urcing, large possibly so me re- processes and work effectiveness analysis) scale restructuring training areas Som e links to other 35 Fundam ental to wo rk that is Direct links to policy External imperatives Very minimal links achievem ent of delivering policy or or legislation policy or legislation legislatio n Internal across m ore 30 Internal and within Stakeholders than one business Mainly external Internal and external single business area area No new co ntracts Single co ntract with Multiple contracts Contract(s) with new Contract complexity required known supplier with known suppliers suppliers(s) 25 Have done similar Have no t done Have done this Have done this Track record before, but not the anything like this before many times before once or twice sam e before Risk Links with o ther Links with o ther Other projects 20 Very minimal links Dependencies projects but little projects upon which depend upon this with other projects impact this project depends project Major im pact on Minor im pact on Very minim al im pact Minor im pact on academic service Student impact on students student academic services and/or student 15 administration adm inistration 10 Project assessment framework 5 means that all projects are 0 0 5 10 15 20 25 30 35 40 Impact scored using a standard and Not a project consistent approach Small project Medium project Major projectThursday, July 28, 2011 Strategy – Portfolio –Project 11
  • 12. Managing programme & project delivery How do we ensure that we manage and monitor all our programmes and projects consistently and effectively? New New New BAU Proposed Strategic Proposed strategic dept/fac proposal project project proposal proposal Reviewed Reviewed Faculty / by Executive by by dept Director- Executive ate dept/fac mgmt Project Central Project Assessed to Assessed using Added to Added using Assessment Projects Assessment project assessment project assessment central central Framework Database Framework framework database framework database Assigned Oversight oversight Type type? Type ==Business as Strategic Group group Usual Business as usual Set up Prog / Set up Project prog/proj Project project Board Board Board Board Benefits Realisation ManagementThursday, July 28, 2011 Strategy – Portfolio –Project 12
  • 13. Managing programme & project delivery: central database Why have a single central database of all programmes Central Projects and projects? Database 1. allows better strategic decisions – e.g. you can see if similar programmes / projects already exist 2. allows better resource management – e.g. you can see where resources are currently being directed 3. allows for benefits tracking across the whole portfolio, including BAU and Strategic 4. allows assessment of risk between as well as within projects – e.g. delivery timing causing resource peaks 5. allows estimation of project costs overall going forward, thus aiding financial planning Doesn’t having to report to a central database just duplicate the work of boards, etc.? In a sense there is duplication, but the database will only require summary information about programmes and projects that should already be easily available and thus not cause too much effort to produce: • Name of project / programme • Sponsor • Programme / project manager • Status (proposal, planning, on hold, underway, complete) • Size (from project assessment framework) • Start & estimated end dates • Key milestones • Estimated costThursday, July 28, 2011 Strategy – Portfolio –Project 13
  • 14. Strategy delivery: Portfolio, Programme and Project Management (P3M) 4. Projects DatabaseThursday, July 28, 2011 14
  • 15. Getting project management right Project Assessment Framework: • Provides a standard for programme and project 40 35 scoping 30 25 Risk 20 • Provides a decision making tool 15 10 • Indicates “size” of project allowing approach 5 0 0 5 10 15 20 25 30 35 40 to be tailored appropriately Impact Not a project Small project Medium project Major project Programme and Project Boards: • Need to have the “right level” of sponsorship EQAL and membership Programme Board Programme Manager Change Manager • Board members must: Strand 1 Strand 2a Strand 2b Strand 3a Strand 3b Strand 4 • understand their roles and responsibilities Cu rricu lum Assessment Academic VLE Trainin g PARM review Review Records database Portal EQAL leads AME review man agement Timetables Mobile access On line training Th resh old • provide appropriate commitment SIPs/Hu b Regu lations AME Studen t en gagement Podcastin g Talis Aspire stan dards Project Managers: • Need appropriate skills and training (not just PRINCE2) • Need appropriate time and resource Tools and Templates: • Project Manager User Group now established • Currently reviewing proposed standard templates and toolkits 3 9 10 11 1 [0] 2 [5] [15] [195] [205] [210] • Templates applied as appropriate 4 [20] 5 [35] 6 [45] 7 [48] 8 [58] Put milk in cup [5] to project size Overall approach needs corporate approval and buy-inThursday, July 28, 2011 Strategy – Portfolio –Project 15
  • 16. Who does what? Project Boards: • Check output meets requirements • Hand over to (programme) change management • Check that outcomes are delivered The project assessment framework provides consistency for the projects monitoring process Programme Boards: • Responsible for ensuring project outcomes are embedded as business change • Benefits Realisation Management techniques support this Oversight Groups: • Benefits Realisation Management techniques map the connections between outcomes / business change and benefits delivery • This is monitored / managed at portfolio level (to check on programme success) Executive: • Benefits Realisation Management techniques map the connections between benefits and strategic objectives • This is monitored / managed at senior management level (to check on portfolio success)Thursday, July 28, 2011 Strategy – Portfolio –Project 16
  • 17. Strategy delivery: Portfolio, Programme and Project Management 5. SummaryThursday, July 28, 2011 17
  • 18. Strategy delivery model summary • Top down model – new programmes and projects emerge as part of Executive strategy review • Tiered model – each tier operates at a different level of operations: • L1 = strategic (Executive) • L2 = strategy enabler (Oversight Groups) • L3 = benefits management (Programme Boards) • L4 = delivery (Projects) • Project assessment framework ensures consistency in terms of project definition • Assessment framework also allows for bottom up proposals to be reviewed consistent with overall framework • The model provides for both implementation and monitoring • Benefits Realisation management provides framework for both implementing the delivery model and measuring success In terms of organisational maturity for portfolio, programme & project management, if you fully implement and embed this model you would be at level 4 of the 5- level OCG P3M3 Maturity Model1 1 See http://www.p3m3-officialsite.com/P3M3Model/P3M3Model.aspThursday, July 28, 2011 Strategy – Portfolio –Project 18