Pmd project value_management_sent [režim kompatibility]

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Pmd project value_management_sent [režim kompatibility]

  1. 1. Project value management in Komerční banka (summary) PROJECT MANAGEMENT DAY Prepared by: Jiří Petržilka, Head of Project Portfolio Management, Komerční banka Date: 15 June, 2010
  2. 2. AGENDA What will be covered today? Project initiation in KB How to say NO to projects? How can project controlling support Project decision making processes? What I am NOT going to say? Project value management in KB, PROJECT MANAGEMENT DAY, 15 June, Praha 2
  3. 3. Project portfolio management ensures that only projects with the highest value for KB are started. Project value management in KB, PROJECT MANAGEMENT DAY, 15 June, Praha 3
  4. 4. In order to prepare an efficient discussion on the prioritization workshops each project is scored from 3 perspectives. The priority scorecard model enables comparing different types of projects together. 1. Capture of new commercial opportunity Contribution to KB 2. Enhancement of operational and commercial efficiency strategic objectives 3. Mitigation of the risk exposure 4. Infrastructure for future corporate growth 1/3 Value of the project Risk if not realized Financial impact 1/3 1/3 1. Financial impact if the investment is not realized 1. Net present value 2. Probability of risk occurrence 2. Payback Projects are ranked according to the scores calculated. However the Project Priority Scorecard is used only as a supporting tool. Project value management in KB, PROJECT MANAGEMENT DAY, 15 June, Praha 4
  5. 5. How to say NO to projects? Project life-cycle cycle Project value management in KB, PROJECT MANAGEMENT DAY, 15 June, Praha 5
  6. 6. Project controlling supports decision making processes during the whole project life-cycle. Project initiation Project running Project closure Project operation Project KPIs definition Project phasing approval Project evaluation Benefits measurement and validation preparation Objectives Time Budget Workload Project business case Benefit measurement Business case revision validation fine-tuning Lessons learned Benefits definition and Project status indicators measurement preparation consolidation Budget Scope & project planning Project GO/NOGO Workload decisions proposals Risk management Monthly status project report Regular project portfolio performance analyses Measurement → Management Note: Some samples see in wrap up Project value management in KB, PROJECT MANAGEMENT DAY, 15 June, Praha 6
  7. 7. CONCLUSIONS Project value management in KB, PROJECT MANAGEMENT DAY, 15 June, Praha 7
  8. 8. PROJECT BUSINESS CASE OVERVIEW WRAP UP Detailed figures enclosed in Project Business Case INDICATOR Passing Passing Project Figures in [Th.CZK] or [MDs], if not stated otherwise; Passing PD SD last available values at the moment IF PD SD IM Closure DATE DATE DATE DATE Total Costs (5years after project start) 0 Est 0 0 0 Total Project Costs 0 Est 0 0 0 Project Definition Phase costs 0 Real 0 0 0 Solution Design Phase costs Plan 0 0 0 0 Implementation phase cost (excl. RecOPEX 1stY) Est 0 0 0 Total Recurring costs (5 years after proj.start) 0 Est 0 0 0 Total Benefits (5 years after project start) 0 Est 0 0 0 Pay Back Period (in years) 0 Est 0 0 0 Net Present Value (5 year period after proj.start) 0 Est 0 0 0 Project Production Date DATE Est DATE DATE DATE Total effort (5year after proj.start) X Est 0 0 0 Project effort 0 Est 0 0 0 Project Definition Phase effort 0 Real 0 0 0 SD+IM phases effort (internal + external) 0 X X X Solution Design Phase effort X Plan 0 0 0 Reccuring effort (5 years after project start) X Est 0 0 0 Project value management in KB, PROJECT MANAGEMENT DAY, 15 June, Praha 8
  9. 9. BENEFITS TYPOLOGY WRAP UP Project value management in KB, PROJECT MANAGEMENT DAY, 15 June, Praha 9
  10. 10. Benefits Measurement Definition - sample WRAP UP Benefits Description A B C Benefits Measurement A B C Project value management in KB, PROJECT MANAGEMENT DAY, 15 June, Praha 10

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