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Delivering Business Strategy
 

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 Delivering Business Strategy Presentation Transcript

    • Session ID: BTOT-TH-0900/7
      Twitter hashtag #HPSWU
    • 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
    • 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
    • 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
      • 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
      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
    • 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
    • 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
      • ---------
      • ---------
      • ---------
      • ---------
      Monitor project health
      Roadmap
      Resource Demand Profile
      Manage the portfolio
      Shape the Portfolio
    • Portfolio Management at a global drinks company
      7
      HP Confidential
      • Implementation of HP PPM to support global IT demand management
      • Local, functional and regional views of demand
      • 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
    • 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
      • 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
      • Flexibility of approach to design
      • Configuration built through a conference room pilot approach
      • Prepared to change where required to fit with the application
      • 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
      • Available to engagement teams for consultant, client and 3rd party staff
      • Configured with Deloitte’s Project & Integration Management methodology
      • 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
    • QuickStart accelerates project startup
      • Able to deploy teams faster, using standard approaches and preconfigured tools to address project needs
      • 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
      • Tools: Preconfigured tool profiles aligned with the common project types
      • Training: General and role-based training curriculum delivered through coach-led, classroom, and Web-based channels
      • Deployment plan: Coach-led deployments using standard plans and approaches
      Project
      Management
      QuickStart
      Deployment plan
      Training
    • 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
    • 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
    • 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
    • Continue the conversation with your peers at the HP Software Community hp.com/go/swcommunity