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ONTONIX ePMO Risk Governance PMI Chapter Paris
 

ONTONIX ePMO Risk Governance PMI Chapter Paris

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Le PMI – Chapter Paris France Risk Management ...

Le PMI – Chapter Paris France Risk Management

Augmenting PMI PMBOK Risk Management with ONTONIX patented Analytical Rating Technology

Event : July 11, 2013 18h00 Location: Espace Saint Martin – Salle Nicolas Roerich– Metro/RER Chatelet (Paris, France).

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    ONTONIX ePMO Risk Governance PMI Chapter Paris ONTONIX ePMO Risk Governance PMI Chapter Paris Document Transcript

    • 22/07/2013 1 ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity X Uncertainty = Fragility Project & Portfolio Risk Management with ONTONIX 11 July 2013 Comment améliorer le management des risques en couplant le PMBOK à l’analyse dynamique et asymétrique des données ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity X Uncertainty = Fragility Agenda • Complexity, PMO (PBMO) • Project (temporary) vs. Business Operations • Project Program & Portfolio • Risks (Uncertainties, Positive & Negative) • PMBOK Risk Management Processes + Ontonix Tools • KPI (Project & Operation) • Lessons Learnt 3June 13, 2013 (C) ONTONIX
    • 22/07/2013 2 ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity X Uncertainty = FragilityComplexity X Uncertainty = Fragility ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Best Practice Enterprise Model ? TheTheTheThe PerfectPerfectPerfectPerfect Model ?Model ?Model ?Model ? Executive “Myopia” is a key issue in failed (30%) and under performing (40%) projects PMO Problems: No automated measurement of risk, ROI and executive opportunity / visibility 4(C) ONTONIX ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity X Uncertainty = Fragility 5 PBM House of Excellence All Seven Eight Components are required to create a successful and sustainable executive PBM Organization © 2012-13 DLB Associates, LLC and DGHubbard Enterprises, LLC– All Rights Reserved 5(C) ONTONIX © 2012-13 DLB Associates, LLC and DGHubbard Enterprises, LLC– All Rights Reserved
    • 22/07/2013 3 ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity X Uncertainty = Fragility Innovation / New Opportunity Matrix ExistingExistingExistingExisting NewNewNewNew NewNewNewNew Markets/Segments/SectorsMarkets/Segments/SectorsMarkets/Segments/SectorsMarkets/Segments/Sectors ExistingExistingExistingExisting Products/Services/TechnologyProducts/Services/TechnologyProducts/Services/TechnologyProducts/Services/Technology YourYourYourYour OrgOrgOrgOrg todaytodaytodaytoday Complexity inevitably grows over time and must be managed so as to guarantee agility and flexibility 6(C) ONTONIX ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity X Uncertainty = Fragility PBM Market Research for PMI about PMO • No clear consensus of what constitutes a PMO • Lack of executive support, and focused purpose • Lack of consensus as to the value (50% are valued – rest are being challenged) • PMO is isolated entity, not an integral part of organization’s PM practice, and majority are stand-alone • Lack of training of executive sponsors and functional managers Dr. Brian Hobbs -- 2007 White Paper: “The Multi-Project PMO: A Global Analysis of the Current State of Practice.” © 2012-13 DLB Associates, LLC and DG Hubbard Enterprises, LLC– All Rights Reserved 7June 13, 2013 (C) ONTONIX
    • 22/07/2013 4 ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity X Uncertainty = Fragility Risk Interrelations ProcurementProcurementProcurementProcurement TimeTimeTimeTime CostCostCostCost IntegrationIntegrationIntegrationIntegration CommunicationsCommunicationsCommunicationsCommunications ContentContentContentContent RisksRisksRisksRisks QualityQualityQualityQuality 8 PMBOK Domain The Big Complexity Picture (C) ONTONIX ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity X Uncertainty = FragilityComplexity X Uncertainty = Fragility ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. project project project project PROJECT Program Portfolio Program Getting the Big Picture 3 5 5 project project 1 4 1 2 2 3 3 4 5 9June 13, 2013 (C) ONTONIX
    • 22/07/2013 5 ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity X Uncertainty = Fragility Process flow Risk Management Plan Risk Register (Data definitions) Complexity & vulnerability analysis Plan Risk Management Planning Monitoring & Controlling Identify Risk Perform Quantitative Risk Analysis Plan Risk Response Planning Perform Qualitative Risk Analysis Monitoring and Control Risk Context analysis (What) 10(C) ONTONIX ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity X Uncertainty = FragilityComplexity X Uncertainty = Fragility ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Some Ontonix References 13June 13, 2013 (C) ONTONIX
    • 22/07/2013 6 ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity X Uncertainty = FragilityComplexity X Uncertainty = Fragility ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Value Chain Modelling Strategy Formulation Scenario Modelling Business Plan Creation Project Portfolio Organisational Design Performance Optimisation IT Infrastructure Supply Chain Global Economy ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? Multiple but independent sources of informationInformation sources are linked but number of dependencies is moderateInformation sources are highly dependentInformation sources are highly dependent and uncertain 14(C) ONTONIX ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity X Uncertainty = FragilityComplexity X Uncertainty = Fragility ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity Management Process by ONTONIX 18(C) ONTONIX
    • 22/07/2013 7 © Copyright 2005-2013, Ontonix S.r.l. All rights reserved. No part of this document may be reproduced without the written consent of Ontonix S.r.l. ComplexityXUncertainty=FragilityComplexityXUncertainty=Fragility © Copyright 2005-2013, Ontonix S.r.l. All rights reserved. No part of this document may be reproduced without the written consent of Ontonix S.r.l. GANTT ComplexityProfile ProcessMap ProjectRating © Copyright 2005-2013, Ontonix S.r.l. All rights reserved. No part of this document may be reproduced without the written consent of Ontonix S.r.l. ComplexityXUncertainty=FragilityComplexityXUncertainty=Fragility © Copyright 2005-2013, Ontonix S.r.l. All rights reserved. No part of this document may be reproduced without the written consent of Ontonix S.r.l. ProjectComplexityProfiling ExampleofaComplexityProfileofaproject Theparameterswhichimpacttheprofitabilityandexposureoftheprojectslieatthetopof theComplexityProfile. € 20(C)ONTONIX
    • 22/07/2013 8 ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity X Uncertainty = Fragility ITIT ProductionProduction BusinessBusiness ProcessProcess ePMOePMO ‘PBM Office’‘PBM Office’ PMBOKPMBOK The Winners are : 1. Employees 2. Stakeholders 3. Shareholders 4. Clients, Suppliers Excessive Complexity Reduces Profits & Employee Moral => Monitor & Manage Project Complexity 24 Conclusion: Complexity = New PMO KPI (C) ONTONIX ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Complexity X Uncertainty = FragilityComplexity X Uncertainty = Fragility ©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l. Our Published Books Computational Stochastic Mechanics in a Meta-Computing Perspective. 1997 Theory of Eigenvalue Orbits.1998 Principles of Simulation-Based Computer-Aided Engineering. 1999 Beyond Optimization in Computer-Aided Engineering. 2002 Practical Complexity Management. 2009 Application Strategies of Robust Design and Complexity Management in Engineering. 2009. Co-author Dr. H. Sippel A New Theory of Risk and Rating. 2010 25(C) ONTONIX
    • 22/07/2013 9 © Copyright 2005-2013, Ontonix S.r.l. All rights reserved. No part of this document may be reproduced without the written consent of Ontonix S.r.l. ComplexityXUncertainty=FragilityComplexityXUncertainty=Fragility © Copyright 2005-2013, Ontonix S.r.l. All rights reserved. No part of this document may be reproduced without the written consent of Ontonix S.r.l. OurValueAddPartnerBooks http://www.pbmconcepts.com/ Volumediscount:ContactKNLPartners:http://www.knl-partners.com 26(C)ONTONIX © Copyright 2005-2013, Ontonix S.r.l. All rights reserved. No part of this document may be reproduced without the written consent of Ontonix S.r.l. ComplexityXUncertainty=Fragility ThankYou&Questions? AlexanderKOPRIWA VPInternationalDevelopment e-mail:alexander@ontonix.com www.ontonix.com ComplexityNewsLettere-mailto:info@ontonix.com 27(C)ONTONIX