The document discusses enabling business and technology alignment in a fast-changing world through project/program portfolio management (P3M). It notes the challenges of rapid growth, cost containment, and increasing profit in today's environment. It emphasizes aligning business strategy with IT enablers to drive growth while reducing costs. The document provides techniques for success including understanding executive incentives, structuring strategies into a portfolio and programs/projects, establishing the right governance model, and using tools like a portfolio calendar and decision-making processes. It stresses the importance of the right level of understanding, process standardization, and global enabler platforms to enable successful change.

1. Enablement through project/program
portfolio management (p3m) in a fast(er)
changing world
Strategic Business Alignment

2. Talk Outline
 Today’sWorld
 Business andTechnologyAlignment
 Acknowledging Operating Realities
 Techniques for Success

3. Today’s World – It’s hard to keep up
with the Lee’s (Chans, Wongs, Lams) of the world
 Challenging growth opportunities
 Challenging cost containment environment
 More profit is hard to achieve
 Business demands on people, processes, and technology:
 Accommodate organizational restructuring
 Rapidly expose new business services and innovations to interested customers
 Mitigate operational risk
 Secure information assets
 React to changing business and legislative environment
 Eliminate reliance on inflexible and unstable systems and processes

4. 4
Aligning Business Strategy with
IT Enablers
Business
Strategy
“Working Smarter &
Better IT”
“The Every Day IT”
Infrastructure DC
Networks / Security
Servers / Compute
Databases / Storage
Business Applications
Business Process
Consulting / Project Mgmt
More Growth Cost reduction = Increased Profit
Information
Enablers
Technology
Enablers

5. Corporate Realities –
Governance Challenges
Same
Page???

6. Strategic Initiative Kick-0ff

7. Executive efforts

8. Management activities

9. Employee responses

10. Techniques for Success
 Know your Executives’ incentives (i.e. what drives behavior)
 Public companies vs. Private companies
 Business Strategy into a company Portfolio
 Portfolio into Programs
 Programs into Projects
 Governance model fit for the organizational maturity
 PMO function
 Investment protection
 Benefits realization
 P3M standards to ease communications and change management

11. Tools
 Portfolio categorized to strategic initiatives (i.e. Growth,
Cost Savings) – aka Calendar of Commitments, Plan on a
Page, Profit Protection
 Process – aka engagement model, business operating model,
functional operating model, budgeting and planning model
 Decision making – aka governance, approval processes, spending
delegated authority policies
 Technology/Systems – Excel is better than nothing, Financial
accounting system/ERP
 Understanding the CoA and financial reporting
 Calendar of Review – Exco meetings, Steering Comms, etc.

12. 12
 Right level of understanding
 Process Standardization
 Global Enabler platforms
PEOPLE PROCESS
TECH & TOOLS
Successful Change

13. Lui Sieh
Email: sieh.lui@gmail.com
LinkedIn: https://hk.linkedin.com/in/lsieh
Phone: +852-9300-2783