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Introduzione al Project Portfolio Management

Introduzione al Project Portfolio Management

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Transcript

  • 1. Project Portfolio Management - Introduzione
  • 2. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it DefinizioneDefinizione
  • 3. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Progetti, Programmi e PortafogliProgetti, Programmi e Portafogli  Progetti: identificati da una data di inizio e di fine e da risultati tangibili  Programmi: insieme di progetti e attività continuative gestiti in modo coordinato per ottenere benefici e livelli di controllo non ottenibili gestendoli individualmente. Non tutti i progetti partecipano necessariamente a un programma  Portafoglio: tutti i programmi, i progetti e le attività continuative connesse ai progetti all’interno dell’organizazione Portfolio Projects Programs
  • 4. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it FinalitàFinalità Il project e program management si occupano di svolgere il lavoro nel modo giusto Il portfolio management si occupa di individuare il lavoro giusto da fare
  • 5. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Project portfolio managementProject portfolio management
  • 6. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Project portfolio managementProject portfolio management
  • 7. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Obiettivi, Strategie, ProgettiObiettivi, Strategie, Progetti
  • 8. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Obiettivi, Strategie, ProgettiObiettivi, Strategie, Progetti
  • 9. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it DifferenzeDifferenze PortfolioPortfolio ManagementManagement ProgramProgram ManagementManagement Multi-ProjectMulti-Project ManagementManagement Single ProjectSingle Project ManagementManagement PurposePurpose Selection andSelection and PrioritizationPrioritization Create andCreate and ManageManage products,products, processes andprocesses and servicesservices ResourceResource AllocationAllocation PerformPerform ProvideProvide informationinformation FocusFocus StrategicStrategic Strategic/Strategic/ tacticaltactical TacticalTactical TacticalTactical PlanningPlanning EmphasisEmphasis Long andLong and Medium TermMedium Term Long termLong term Medium toMedium to Short TermShort Term Medium to shortMedium to short ResponsibilityResponsibility Executive withExecutive with PMO supportPMO support ProgramProgram manager withmanager with functionalfunctional supportsupport Project and/orProject and/or FunctionalFunctional (Resource)(Resource) Manager withManager with PMOPMO Project managerProject manager with Functionalwith Functional manager supportmanager support
  • 10. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Quesiti chiaveQuesiti chiave  Chi è responsabile della selezione e revisione periodica dei progetti? Occorre pertanto identificare e formalizzare i ruoli deputati alla gestione del portafoglio progetti, allocando in modo dettagliato le responsabilità tra management aziendale, Project Management Office, program managers e project managers.  Come è possibile essere sicuri di avviare i giusti progetti per le necessità aziendali? In questo ambito deve essere analizzata la domanda di progetti all’interno dell’organizzazione (Demand Management) in rapporto al piano di sviluppo strategico con un orizzonte temporale da tre a cinque anni in modo da comprendere la sostenibilità dei progetti e la capacità aziendale di fornire un adeguato supporto.  Come è possibile essere sicuri di allocare gli investimenti sui progetti in modo corretto? Si tratta prima di tutto di classificare i progetti in progetti di miglioramento aziendale e progetti orientati al mercato e alla clientela. Successivamente è necessario per ciascuno dei due raggruppamenti identificare il consumo di risorse e di fondi nel tempo in modo da ottimizzarne il livellamento delle risorse su scala complessiva ed i flussi di cassa.
  • 11. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Gartner PPM Maturity ModelGartner PPM Maturity Model
  • 12. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Portfolio ManagementPortfolio Management Le componenti di un portfolio:  1. Sub-portfolios  2. Programmi  3. Progetti Le componenti sono:  Investimenti fatti o pianificati  Allineati con gli obiettivi strategici  Accomunati da caratteristiche che ne permettono il loro raggruppamento  Quantificabili, misurabili, classificabili
  • 13. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Alcuni concetti chiave - 1Alcuni concetti chiave - 1  Gli elementi che costituiscono un portafoglio (componenti) non necessariamente possono essere interdipendenti  Tali elementi possono appartenere al passato, al presente o al futuro di un’organizzazione  Un’organizzazione può anche avere più di un portafoglio, ciascuno focalizzato su specifici obiettivi e strategie
  • 14. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Alcuni concetti chiave - 2Alcuni concetti chiave - 2  La gestione del portafoglio include l’identificazione, valutazione, selezione di quelle componenti che meglio consentono il raggiungimento degli obiettivi strategici  La gestione del portafoglio bilancia le richieste contrastanti riguardanti l’allocazione delle risorse (personale, finanziamenti ecc.) sulla base delle priorità aziendali e del capacity planning
  • 15. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Portfolio ManagementPortfolio Management Portfolio Reporting Benefits Realization PROJECT MGMT. Project Planning Cost Management Resource Management Time Reporting Change Management Issue Management Project Reporting Collaboration PORTFOLIO MGMT. Portfolio Governance Business Case Dev Benefits Forecasting Prioritization / Valuation Portfolio Optimization Adv Portfolio Analytics Capacity Planning Sono stati selezionati correttamente gli investimenti?      Gli investimenti sono allineati agli obiettivi di business? Le risorse disponibili sono sufficienti per conseguire tali obiettivi? Tali investimenti conseguiranno i benefici attesi? Gli investimenti tengono conto di tempi e budget? La Gestione di Portafoglio risponde ai seguenti quesiti:
  • 16. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it La Prospettiva StrategicaLa Prospettiva Strategica Tools, Technology, Training and Knowledge TransferTools, Technology, Training and Knowledge Transfer AlignmentAlignment with Businesswith Business ObjectivesObjectives IntegratedIntegrated DeliveryDelivery FrameworkFramework Real-time ExecutiveReal-time Executive Decision SupportDecision Support CollaborationCollaboration and Projectand Project ManagementManagement PortfolioPortfolio ManagementManagement Programs, InitiativesPrograms, Initiatives CorporateCorporate StrategyStrategy Investment, Resource andInvestment, Resource and Prioritization DecisionsPrioritization Decisions Integrated Portfolio of ManagedIntegrated Portfolio of Managed ProjectsProjects Consistent, Repeatable ProjectConsistent, Repeatable Project DeliveryDelivery EnterpriseEnterprise ResourceResource ManagementManagement ProjectsProjects Value basedValue based ManagementManagement
  • 17. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Corporate GovernanceCorporate Governance  La gestione di portafoglio e i programmi sono metodi di governance delle organizzazioni  La governance consiste nella creazione e nell’uso di un framework per allineare, organizzare, eseguire attività, in modo chiaro e sistematico, per raggiungere determinati obiettivi  La governance stabilisce le regole di condotta affinché le organizzazioni realizzino gli obiettivi pianificati
  • 18. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Project Portfolio ManagementProject Portfolio Management  Fondamentale per l’implementazione di Enterprise Project Management  Spinta al cambiamento •Focalizzazione sulla strategia di business •Approccio metodologicamente guidato •Miglioramento continuo •Pianificazione di progetto su basi organiche e razionali  Supporto al Change Management
  • 19. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Demand ManagementDemand Management
  • 20. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Obiettivi e benefici del PPMObiettivi e benefici del PPM  Gli obiettivi principali consistono nel creare un’organizzazione focalizzata, veloce e snella. Per raggiungere questi obiettivi è necessaria una varietà di steps correlati:  Allineamento – Sinergie tra piani e strategia di business  Focalizzazione sugli investimenti – Vedere le spese come investimenti  Governance – Processi strutturati su cui basare le decisioni di investimento  Controllo dei costi – Comprendere le principali determinanti di costo e i criteri di contenimento  Efficienza – Utilizzo ottimale delle risorse  Un’ampia gamma di benefici è possibile per le organizzazioni che impiegano con successo le logiche di Gestione del Portafoglio Progetti:  Risultati in termini di creazione di valore e di contributo al business  Time to market più veloce  Evitare prodotti che non soddisfano gli obiettivi di business  Progetti correttamente schedulati  Budget correttamente dimensionati  Miglioramento dell’utilizzo delle risorse e riduzione dei “colli di bottiglia”  Evidenziazione dei benefici finanziari di un progetto  Evidenziazione dei risultati a fronte degli interventi  Migliore apprendimento dall’esperienza  Selezione dei progetti sulla base di criteri di creazione di valore  Introduzione di misure correttive ove necessario  Promuovere le prassi migliori  Ridurre il turn-over da inefficienza organizzativa  Riduzione costi
  • 21. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Funzionalità di baseFunzionalità di base 1. Identificazione del Portafoglio Progetti 2. Classificazione dei Progetti del Portafoglio • Tipologia • Complessità • Livello della tecnologia impiegata • Localizzazione • Grado di rischio 3. Assegnazione di ciascun progetto corrente o proposto alla corrispondente categoria 4. Verifica dell’allineamento del progetto con la strategia di business 5. Assegnazione di priorità 6. Project Portfolio Master Schedule • Milestones • Logical constraints 7. Identificazione delle risorse chiave 8. Assegnazione delle risorse 9. Analisi finanziaria • Cash-Flow Analysis 10. Allocazione dei fondi e pianificazione delle “Reactive Policies” 11. Avvio del progetto, planning and management • Assegnazione delle responsabilità 12. Monitoraggio dei progetti • Resource allocation • Milestones • Budget
  • 22. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Costi del Portafoglio ProgettiCosti del Portafoglio Progetti  I costi sono riconducibili a:  Cambiamento Organizzativo  Investimento iniziale – tools, methodology, consulting, etc.  Training  Integrazione con pianificazione strategica  Gestione e Amministrazione  Miglioramento continuo
  • 23. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it Problematiche di gestioneProblematiche di gestione  Assenza di legami tra strategia aziendale (o di area) e progetti in realizzazione  Scarsa qualità del portafoglio dei progetti (non equilibrio tra diversi tipi di progetto, eccesso di progetti short term, opportunisticici e non finalizzati alla crescita)  Incapacità di “uccidere” i progetti eliminandoli secondo criteri razionali  Poca chiarezza sulle priorità di lancio e di esecuzione  Uso non ottimizzato delle risorse  Overflow di informazioni di scarsa qualità  Decisioni basate sul “potere” e non sulla condivisione
  • 24. Introduzione al Project Portfolio Management - © 2013 HumanWare – www.humanware.it I costi di una gestione non ottimizzataI costi di una gestione non ottimizzata  Costi dei rifacimentii  Tempo dei rifacimenti (ritardo nei risultati)  Costo del riavvio dei progetti  Perdita delle opportunità di mercato  Riduzione delle prestazioni  Perdita di efficienza  Riduzione della produttività  Aumento nella spesa per HR a causa del turnover
  • 25. Per InformazioniPer Informazioni HumanWare s.a.s. Via Tino Buazzelli, 51 - 00137 Roma Web: www.humanware.it