Your SlideShare is downloading. ×
0
Delivering Business Strategy
Delivering Business Strategy
Delivering Business Strategy
Delivering Business Strategy
Delivering Business Strategy
Delivering Business Strategy
Delivering Business Strategy
Delivering Business Strategy
Delivering Business Strategy
Delivering Business Strategy
Delivering Business Strategy
Delivering Business Strategy
Delivering Business Strategy
Delivering Business Strategy
Delivering Business Strategy
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Delivering Business Strategy

800

Published on

Overview of how HP Portfolio Management drives value

Overview of how HP Portfolio Management drives value

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
800
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
30
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Session ID: BTOT-TH-0900/7 <br />Twitter hashtag #HPSWU<br />
  • 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. 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. 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. 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</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. 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. 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 &amp; 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. ---------
  • 10. ---------
  • 11. ---------</li></ul>Monitor project health<br />Roadmap<br />Resource Demand Profile<br />Manage the portfolio<br />Shape the Portfolio<br />
  • 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. Local, functional and regional views of demand
  • 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. 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. 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. 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</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. Available to engagement teams for consultant, client and 3rd party staff
  • 22. Configured with Deloitte’s Project &amp; Integration Management methodology
  • 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 &amp; Program Management<br />KnowledgeManagement<br />Document and Configuration Management<br />SDLC Management<br />
  • 24. QuickStart accelerates project startup<br /><ul><li>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</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. 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</li></ul>Project <br />Management<br />QuickStart<br />Deployment plan<br />Training<br />
  • 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. 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. 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. Continue the conversation with your peers at the HP Software Community hp.com/go/swcommunity<br />

×