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    Porto Mon Final Ver.07.1 15052008 Porto Mon Final Ver.07.1 15052008 Presentation Transcript

    • Portfolio Management Office Now! “PortMON!” Mohammed S. Al-Arabi, PMP, CSSBB Imad M. Al-Sadeq, PMP, PMOC “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2008 Permission is granted to PMI for Congress attendee use only
    • Name: Mohammed S. Al-Arabi Title: Project Management Consultant Position: CEO – Nexus Project Management Qualifications and Background:  BSc, Computer & Systems Engineering Professional Certificates/Awards:  Project Management Professional (PMP) from Project Management Institute (PMI)  Certified Microsoft Project from International Institute for Learning (IIL)  IT Project+ Certified Professional from CompTia  Certified ITIL foundation from Office of Government Commerce (OGC)  Certified Six Sigma Black Belt (CSSBB) from Harrington Institute  Interim Cost Consultant (ICC) from the association for the advancement of cost engineering (aace)  Token of appreciation from PMI AGC (2005 -2006) for training contribution Under Study:  Project Management Office Certificate (PMOC) Contacts:  Email address: marabi@NexusProjectManagement.com  Mobile #: +20 16 49 52 777, +966 50 64 84084
    • BRIDGING THE GAP PortMON! FRAMEWORK Your Value Proposition Steps Leading to Change Work Efficiently Conclusion Organization’s Readiness Strategic Planning & Implementation Prioritize PortMON! PPM Work Effectively Toolkit Benefits Project Portfolio Management (PPM) Implement Translating Portfolio Benefits Into Mgmt Office FAPs HARVEST PPM BENEFITS CEOs PPM PPM Consulta- Maturity Regular Dilemma Benefits Office tion Cycle Level Claims
    •  You as a Project Manager  You as a Program Manager  You as an Operation Manager  You as an Executive What is the value you add to your organization? Page  5
    •  Project Manager:  Operations Manager: I do my best I do my best  To finish my projects  To increase the number within scope, within of kits assembled in the time, within budget production line and to have quality product  Executive Manager: I do my best  Program Manager:  to complete the I do my best strategic plan and to  To finish my programs execute & monitor this and achieve the benefits plan expected to my organization Page  6
    • Operation Management [Doing things right] Other Work Program Management Legend [Doing things right] Project Management Organizational [Doing things right] Unit Other work Project
    • Mission Why do we exist? Values What’s important to us? Vision What do we want to be? Strategy What’s our approach? Projects Programs Operation
    •  Everyone is constantly fighting over important resources  Frequently, project and program priorities change  There is no document that links all of the organization's projects/programs to the goals and the strategic plan  The list of ideas in the strategic plan is not sequenced  Some projects get shelved or terminated after substantial investment
    •  The organization's goals and objectives are not communicated to the people responsible for project performance.  The project performance, as monitored by the project managers, is not communicated to the portfolio managers, strategic planners and senior managers.  The only criteria remaining for monitoring project performance are specific to the individual project goals, rather than the organization’s goals.
    • Mission Why do we exist? Values What’s important to us? Vision What do we want to be? Strategy What’s our approach? Communicate, Operationalize and Implement Strategy Projects Programs Operation
    • Portfolio Management [Doing the right thing] Operation Management [Doing things right] Other Work Program Management Legend [Doing things right] Project Management Organizational [Doing things right] Unit Other work Project
    • Strategic Planning Strategy Formulation Goals&Measures Strategic (BalancedScorecard/Strategic Plan) Planning 1 2 4 Project S cre e n C h e c k lis t ( G a te 1 ) 5 3 Portfolio Management Project O r ig in a t in g In it ia t in g P la n n in g E x e c u t in g / C lo s in g M o n it o r in g Portfolio Management Projects Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Program / Originating Initiating & Planning Analysis & Design Construction / Controlled General Implementation Introduction Availability Project Management SDLC- Iterative Phases I. / E. / C. / T.
    • PMI Vision says… Mission Organizational Strategy & Objectives High Level Project Portfolio Operations Planning Planning & Management & Management Management of Management of On-Going Operations Authorized Programs & Projects (recurring activities) (projectized activities) (producing value) (increasing value production capability) Organizational Resources Source: PMI “The Standard for Portfolio Management”
    • Source: CARDINIS SUITE
    • “WE NEED PPM BENEFITS NOW!!!”, Most of CEOs say
    • Portfolio * 1722, from It. portafoglio "a case for carrying loose papers," from porta, imperative of portare "to carry" (see port (1)) + foglio "sheet, leaf," from L. folium (see folio). Meaning "collection of securities held" is from 1930. A portfolio **… provides the greatest expected return for a given level of risk, or equivalently, the lowest risk for a given expected return. Portfolios are mixes of investments (initiatives) that are put together to balance risk and provide the best returns on invested funds, which are limited. * http://www.etymonline.com/index.php?term=portfolio ** http://www.investorwords.com/1673/efficient_portfolio.html
    • A Portfolio is a collection of projects… and/or programs… and other work that are grouped together to facilitate the effective management of that work to meet strategic business objectives. Source: PMI Standard “The Standard for Portfolio Management”
    • Portfolio Management is the central management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives. Source: PMI Standard “The Standard for Portfolio Management”
    •  Allocating resources optimally  Killing poor projects  Spending in the right areas  Working on the right projects  Eliminating project redundancies  Increased cost savings  Better aligning projects to strategy  Increased profits  Managing gaps in portfolio Source: Center for Business Practices, Project Portfolio Management Maturity, 2005.
    •  The office is the vehicle to drive the project portfolio management functions  The management should define the requirements; what they expect from PPMO to do!  Accordingly one of the PPMO’s responsibility is to develop and maintain the tools and techniques used in the portfolio processes  The office (PPMO) should be established first Page  21
    •  I don’t want to lose my Job,  OK, I realize the importance of PPM benefits,  I need to get these benefits NOW,  Let’s invite consultation firms for help
    • Phase 4 Phase 7 Phase 2 Phase 3 Phase 5 Phase 6 Phase 1 Gap Analysis, Orientation Current State Future State Improvement Solution Awareness Findings, and Training Assessment Vision Plan Deployment Recommendations & Coaching Developing Studying and Getting the Getting Approval Culture the PM Vision, Analyzing the Proposing Handing over management to deploy that Assessment Mission, Assessment Alternatives the System commitment Solution and Strategy Results Building up the Developing the Studying and Get feedback Analysis and People Training on Communication PM Goals Analyzing the After Selecting a Design for Assessment the system Models and Objectives Findings Proposed Solution the solution Putting Delivering the Organizational Developing the Developing an Recommendations Implementation Coaching on Awareness Structure PM performance Improvement Plan based on PM goals Of the Solution the System Session(s) Assessment indicators For that Solution and Objectives Process and Get feedback Testing & OPM3 After Accepting Commissioning Assessment Recommendations the System IT Assessment Source: Nexus Project Management, Consultation Lifecycle, 2008.
    • Phase name Period Awareness Session(s) 1 week Current State assessment 8 weeks Future State Vision 3 week Gap analysis, Findings, and 6 weeks Recommendations Improvement plan 4 weeks Solution deployment 12 weeks Orientation training and coaching 6 weeks Total Effort 40 weeks (~10 months)
    •  Most of the time, OPM3 assessment results show poor maturity level  Middle East - Case Studies  This requires improvement period to increase the maturity level 18% 41% Project 100% 0% 20% 40% 60% 80% 100%  Maturity Journey is long … CEOs usually lose the interest and do not believe in the destination. 0%  This requires time, effort, patience and persistence Portfolio Programme 0% 10%
    • Dilemma exists where an organization’s CEO needs to get immediate PPM benefits while he/she is not sure about the readiness of the organization Top management commitment is clear and strong
    • PAIN! NEED ACTION The Pain Caused by NEED is translated into The ACTION taken is often in driving force(s) must be a desire to take ACTION the form of a quick fix that strong enough to that will provide a provides short-term relief establish a need for solution to remove the rather than a long-term relief. pain. solution to eliminate the root cause of the pain.  Missed link  Portfolio Establish Management  Wrong Projects Benefits A Portfolio  No Long Journey Mgmt Office  Too much cost  No too long improvement Now Chart Source: Building Project Management Centers of Excellence, Dennis Bolles.
    • Transition Gap Analysis Required FAPs Desired Status PPM Benefits Current Status Organization Readiness Agreement Be sure it is our Dilemma Page  29
    •  Internal Factors  Culture •Enterprise  Organizational Structure Environmental EEFs Factors  Existing human resources  Personnel administration and work authorization  External Factors  Marketing and economic conditions (Competitive position, Financial capability, ..etc)
    •  Development •Enterprise (Processes, Procedures, guidelin Environmental es, templates, etc..) EEFs Factors  Knowledge base (Lessons learned, Knowledge OPAs management DB, etc..) •Organizational  Configuration Management DB Process Assets (GIS, System Architecture, As- built docs, etc..)  Project and Organization Records (Historical information, Customer Data Base, etc..)
    •  A Best Practice is an optimal way currently recognized by industry to achieve a stated •Enterprise Environmental goal or objective. EEFs Factors  For organizational project management, this includes the ability to deliver projects OPAs predictably, consistently, an •Organizational d successfully to implement Process Assets organizational strategies. BPs •Best Practices Source: PMI© OPM3
    • The Implement Portfolio Mgmt Office Through Ordinary Way Dilemma Assess Current. Prioritize FAPs Portfolio Mgmt Analyze Benefits Map Benefits to FAPs Establish Portfolio Build Necessary Mgmt Office Now! FAPs Source: www.PortMONFramework.com
    • Strongly Agree • Our projects are better aligned to 70.40% business strategy • We work on the right projects 57.4% 57.40% • We are spending in the right areas 46.3% 47.30% • PPM has led to increased cost savings 42.60% 42.6% 0.00% 50.00% Source: Center for Business Practices, Project Portfolio 100.00% Management Maturity, 2005.
    • Benefit 1 Benefit 2 Desired Prioritized Benefit Benefits n
    • OPAs: Organizational process assets include formal and informal plans, policies, procedures and guidelines.. Interactive sessions EEFs: Enterprise Environmental Factors, they are characterized by BPs: Best Practices within the domains of being decided externally to the Portfolio, program, and project organization outside of its direct management. control. Questionnaires OPM3 ASSESSING METHODS OPM3 OPAs & EEFs (Portfolio BPs Focused) Questionnaire
    •  EEFs (Improvement Plan) Culture  Internal Development  External  OPAs (Improvement Plan) Asset Management DB / Knowledgebase Configuration Management DB  BPs (OPM3 Improvement Plan) Personnel and Work Authorization system Project & Organization Records
    • BP 1 BP 2 BP n EEF 1 EEF 2 EEF n Current Availble OPA 1 FAPs OPA 2 OPA n
    • BP 1 Benefit BP 2 1 BP n EEF 1 Benefit EEF 2 2 EEF n OPA 1 Benefit n OPA 2 OPA n
    • If Org. has: BP 2 It can get: EEF 1 Benefit OPA n 2 It should have Or build: If Org. needs: BP 1 EEF 3 Benefit 1 OPA 1
    • Benefit 2 Benefit 2 Benefit 2 Needed FAPs Page  41
    • Assessment/ Planning Transition Execution Initiation Awareness Project Planning Plan Execution PMO Sessions Workshop Turn Over PM Assessment Cost Management Project Tracking PMO Management Deliverables Program Initiation Planning Monitoring & Controlling Workshop Cost Performance Reporting PMO PID/ Planning & Information Distribution Strategy (Charter) Administration/ Team Development/ Governance Controls Planning Mentoring Process Communications Administration of Planning Program Management Office 2 Months 3 Months 6 Months 1 Month Estimated Timeline Source: PerotSystems
    • Benefit 2 Benefit 2 Needed FAPs Page  43
    • Process Prioritize Form Task Assess Activate PMO Plan a Solution Benefits Force Team FAPs Functions •Identified •Skills •Prioritized •Attainable •PPMO Specific Benefits required Benefits Benefit(s) Functions Defined Inputs •Existing FAPs •PPMO Generic •Required FAPs Functions Defined •Staff • Implementation Assignments Plan •Orientation •Pre- •PortMON! •Solution •Lifecycle Tools & Session assignment Engine Evaluation Methodology Tech. •Acquisition •Analysis •Information System •Prioritized •Task force •Attainable •PPMO Specific •Implemented Benefits team Benefit(s) Functions Functions Outputs developed •Existing FAPs Defined •Deliverables •Required FAPs •PPMO Staff •Staff Assigned Assignments •Implementation Plan 2 Weeks 1 Weeks 4 Weeks 4 Week
    • Prioritize Form Task Assess Activate PMO Plan a Solution Benefits Force Team FAPs Functions • PortMON! • Lifecycle • Pre- Engine Methodology Tools & • Orientation assignments • Solution Tech. Session Evaluation • Analysis • Information • Acquisition Guide System Source: www.PortMONFramework.com
    •  Project Success from different angles.  CEO needs Portfolio Mgmt Benefits, but…  Organizations Readiness through FAPs.  If an Organization has some FAPs, it can start connect and cultivate Portfolio Mgmt Benefits.  Portfolio Mgmt Office Now is achievable. Page  47
    • Mr. Michael Aston CEO, PM BY PROFESSIONALS Co. Mohammed Al-Arabi, PMP, CSSBB (Speaker) marabi@NexusProjectManagement.com Imad Al-Sadeq, PMP, PMOC (Co-Speaker) PortMON! Framework, Managing Director ialsadeq@PortmonFramework.com