Delivering Business Strategy
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Overview of how HP Portfolio Management drives value

Overview of how HP Portfolio Management drives value

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Delivering Business Strategy Presentation Transcript

  • 1. Session ID: BTOT-TH-0900/7
    Twitter hashtag #HPSWU
  • 2. Delivering Business Strategy
    Driving value through Project Portfolio Management
    Speaker Name: Charlie Hamilton-Russell - Deloitte
    Date: 2nd December 2010
    Session ID: BTOT-TH-0900/7
  • 3. Contents
    3
    HP Confidential
    What is portfolio management?
    What do you need to have in place to realize the value
    How to realize the value through:
    Portfolio selection and management
    Program delivery
    Project delivery
    What do you need to do to realize the benefits
  • 4. What is portfolio management?
    Linking business strategy to the activity and initiatives it invests in
    4
    Portfolio Management discussion
    • Identifying and selecting the right projects to achieve the business vision
    • 5. Managing the delivery of projects and programmes so that they are delivered in the right way
    • 6. Monitoring and management of the overall portfolio to achieve the planned benefits
    Strategy
    Portfolio
    Management
    Programme Delivery
    Project Management
    A fundamental business activity, forming a key part of the annual planning process
    Critical when demand for change is high and cash or resources are constrained
  • 7. Two aspects of Portfolio Management
    5
    Manage the Portfolio
    Shape the Portfolio
    Shape
    the Portfolio
    ManagethePortfolio
    Insight
    LeadershipVision
    Doing them the right way
    Doing right things
    Doing them well
    Doing enough of the right things
    Getting the benefits
    An ongoing activity of management and monitoring of portfolio health
    A one-off or periodic activity – e.g. the annual planning round, with quarterly updates
    Adjustment
    Control
    Portfolio Management discussion
  • 8. Portfolio Management – the component parts
    Idea
    Idea
    Idea
    Idea
    Idea
    Idea
    Strategy
    Project Delivery
    Project Selection
    CONCEPT
    BUILD & TEST
    FEASIBILITY
    DETAILED DESIGN
    CLOSE
    DEPLOY
    2
    3
    4
    5
    6
    7
    1
    Annual planning process
    Portfolio
    • ---------
    • 9. ---------
    • 10. ---------
    • 11. ---------
    Monitor project health
    Roadmap
    Resource Demand Profile
    Manage the portfolio
    Shape the Portfolio
  • 12. Portfolio Management at a global drinks company
    7
    HP Confidential
    • Implementation of HP PPM to support global IT demand management
    • 13. Local, functional and regional views of demand
    • 14. Idea capture, analysis, prioritization and approval for capital allocation
    County 1
    Function A
    County 2
    Function A
    County 3
    County n
    County 1
    Function B
    County 2
    Function B
    Group
    County 3
    County n
    County 1
    Function C
    County 2
    Function C
    County 3
    County n
  • 15. A defined process to guide implementation
    8
    Footer goes here
    • A defined analysis and prioritisation process to give ranking of projects
    Link to strategy through assessment of each project against value drivers
    Assessment of risk for each project
    Measurement of business case value and payback period
    Fit with existing architecture
    • A view of high level resource demand
    • 16. Underpinned by a defined project delivery method covering all aspects of project management
  • Success Factors
    9
    Footer goes here
    • Prioritization and selection process defined and documented and in use by the business
    • 17. Flexibility of approach to design
    • 18. Configuration built through a conference room pilot approach
    • 19. Prepared to change where required to fit with the application
    • 20. Excellent top level sponsorship to support change and drive adoption
  • Project Delivery at Deloitte
    10
    HP Confidential
    • Deloitte are using PPM to drive quality and consistency in project delivery
    • 21. Available to engagement teams for consultant, client and 3rd party staff
    • 22. Configured with Deloitte’s Project & Integration Management methodology
    • 23. Roll out started last year in the US, currently used by 3,000+ people on 90+ engagements on three continents
    Proposal
    Project Delivery
    Project Closure
    Project Planning
    Estimation
    Productivity
    Actuals
    Archival
    Collaboration
    Project & Program Management
    KnowledgeManagement
    Document and Configuration Management
    SDLC Management
  • 24. QuickStart accelerates project startup
    • Able to deploy teams faster, using standard approaches and preconfigured tools to address project needs
    • 25. Supported by hands on training and coaches to enable consistent deployment and rapid time to value
    Tools
    Method
    • Method: Standard deployments of the method content (e.g., procedures, work plans) aligned with common project types
    • 26. Tools: Preconfigured tool profiles aligned with the common project types
    • 27. Training: General and role-based training curriculum delivered through coach-led, classroom, and Web-based channels
    • 28. Deployment plan: Coach-led deployments using standard plans and approaches
    Project
    Management
    QuickStart
    Deployment plan
    Training
  • 29. Success factors
    12
    Footer goes here
    Defined methodology with limited flexibility but prescriptive alternatives
    Making the solution part of business as usual
    Extensive support through use of field coaches
    Training is paramount:
    Has to start with the processes
    Mainly using coach led training
    Bootcamp courses used for administrators
  • 30. Pre-requisites for PPM and what you get out of it
    13
    Footer goes here
    ... and overall a single source of truth for all project data
  • 31. Departing thoughts – lessons learned
    PPM Center improves management efficiencies while exposing poor project management
    PPM Center is an enterprise application, not a productivity tool
    Prescriptive usage models are more valuable than flexibility
    Benefits and adoption are enabled by strong support and standards
    Training builds proficiency; support builds expertise
    14
    Footer goes here
  • 32. Continue the conversation with your peers at the HP Software Community hp.com/go/swcommunity