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Session ID:  BTOT-TH-0900/7 <br />Twitter hashtag #HPSWU<br />
Delivering Business Strategy<br />Driving value through Project Portfolio Management<br />Speaker Name:  Charlie Hamilton-...
Contents<br />3<br />HP Confidential<br />What is portfolio management?<br />What do you need to have in place to realize ...
What is portfolio management?<br />Linking business strategy to the activity and initiatives it invests in<br />4<br />Por...
Managing the delivery of projects and programmes so that they are delivered in the right way
Monitoring and management of the overall portfolio to achieve the planned benefits</li></ul>Strategy<br />Portfolio <br />...
Two aspects of Portfolio Management<br />5<br />Manage the Portfolio<br />Shape the Portfolio<br />Shape<br />the Portfoli...
Portfolio Management – the component parts<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Idea<br />Strategy<br />...
---------
---------
---------</li></ul>Monitor project health<br />Roadmap<br />Resource Demand Profile<br />Manage the portfolio<br />Shape t...
Portfolio Management at a global drinks company<br />7<br />HP Confidential<br /><ul><li>Implementation of HP PPM to suppo...
Local, functional and regional views of demand
Idea capture, analysis, prioritization and approval for capital allocation</li></ul>County 1<br />Function A<br />County 2...
A defined process to guide implementation<br />8<br />Footer goes here<br /><ul><li>A defined analysis and prioritisation ...
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Delivering Business Strategy

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Overview of how HP Portfolio Management drives value

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Transcript of "Delivering Business Strategy"

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