Million Dollar Question Participation Grade….

Awaneesh Sarupinder Eva London Julia Kimmy What Are We Presenting? Project Portfolio Management..alias PPM

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The PPM Concept Strategic Indices Financial Indices Funding Category Constraint

PPM Spectrum Initiative Objective Goal

Who the hell needs PPM?

Why PPM Enables to use the resources efficiently Can get the support of organization Help organization to align its project workload to meet its strategic goal Make PM’s life easier and more rewarding

Enables to use the resources efficiently

Can get the support of organization

Help organization to align its project workload to meet its strategic goal

Make PM’s life easier and more rewarding

Why PPM Agility of PPM Central oversight of budget Risk management Demand and investment management with the standardization of investment procedure, rules, and plans

Agility of PPM

Central oversight of budget

Risk management

Demand and investment management with the standardization of investment procedure, rules, and plans

Why PPM Improved ability to deliver project Faster response to the changing circumstances Focus on more important things Seek for the same goal Easier to find dependencies among projects

Improved ability to deliver project

Faster response to the changing circumstances

Focus on more important things

Seek for the same goal

Easier to find dependencies among projects

Why PPM Do the right work Do the right work faster Use the right resources Do the work right Identify problems and solve it easily

Do the right work

Do the right work faster

Use the right resources

Do the work right

Identify problems and solve it easily

Now Diving Deep Into PPM…

PPM & Maturity Level Level 1 If a formalized project portfolio management unit exists in the enterprise, it is very modest and not very sophisticated. Level 2 The PPM unit will develop some standard processes and practices for PPM. This unit will probably handle project prioritization processes, cross-project critical processes, and PPM practice across the entire enterprise. Level 3 The PPM unit will establish and monitor use of a complete project portfolio management methodology. Extensive training will be provided to all personnel who would be involved in this process. Level 4 The PPM unit will promote the use of a comprehensive, and possibly singular, portfolio management system across the enterprise. PPM will be fully integrated into business processes as part of the adoption of the management-by-projects concept. Level 5 The PPM unit will monitor the enterprises portfolio, which will probably be running at peak efficiency, for opportunities to recommend continuous improvements in models, indices, processes, and procedures.

Level 1 If a formalized project portfolio management unit exists in the enterprise, it is very modest and not very sophisticated.

Level 2 The PPM unit will develop some standard processes and practices for PPM. This unit will probably handle project prioritization processes, cross-project critical processes, and PPM practice across the entire enterprise.

Level 3 The PPM unit will establish and monitor use of a complete project portfolio management methodology. Extensive training will be provided to all personnel who would be involved in this process.

Level 4 The PPM unit will promote the use of a comprehensive, and possibly singular, portfolio management system across the enterprise. PPM will be fully integrated into business processes as part of the adoption of the management-by-projects concept.

Level 5 The PPM unit will monitor the enterprises portfolio, which will probably be running at peak efficiency, for opportunities to recommend continuous improvements in models, indices, processes, and procedures.

PPM Stakeholders Integrate Project teams Review Board Members Sponsors EPMO Executive Managers Portfolio manager Program managers Program managers Functional Managers Project team members

Portfolio Life Cycle Management Contributed by Shawn Maynard. 2005

PPM Processes Determine a viable mix of projects that can meet the organization's goals. Analyze the performance of the projects in the portfolio to see if improvements are warranted Evaluate new opportunities against the projects including the existing and potential projects against the organization's goals. Provide decision makers with the needed information and recommendations Balance the portfolio in terms of specific categories of projects. Plan and execute these projects. proposed by Kendall and Rollins (2003)

PPM Models Stage-Gate Model by Cooper, Edgett, and Kleinschmidt (2001) Scoring Models Dependency Matrix and Optimization Model Agile portfolio management by Grant Thornton (2004) Unbalanced Portfolio Concerns PPM

Stage-Gate Model by Cooper, Edgett, and Kleinschmidt (2001)

Scoring Models

Dependency Matrix and Optimization Model

Agile portfolio management by Grant Thornton (2004)

Unbalanced Portfolio Concerns

PPM Implementation Process Manage the implementation of Project Portfolio Management just like that of a project Identify the vision and sponsors for portfolio management Establish an integrated project team representing key areas of the business kickoff meeting Assess the organization's maturity

Manage the implementation of Project Portfolio Management just like that of a project

Identify the vision and sponsors for portfolio management

Establish an integrated project team representing key areas of the business

kickoff meeting

Assess the organization's maturity

PPM Implementation Process Collect baseline data Prepare Portfolio Manager charter Prepare Portfolio Review Board (PRB) charter Determine roles and responsibilities Appoint a Portfolio Manager and establish the PRB

Collect baseline data

Prepare Portfolio Manager charter

Prepare Portfolio Review Board (PRB) charter

Determine roles and responsibilities

Appoint a Portfolio Manager and establish the PRB

PPM Implementation Process Prepare a work breakdown structure for portfolio management Prepare a portfolio management plan Conduct a stakeholder analysis Prepare a communications management plan and distribute the portfolio management plan Provide orientation sessions on portfolio management

Prepare a work breakdown structure for portfolio management

Prepare a portfolio management plan

Conduct a stakeholder analysis

Prepare a communications management plan and distribute the portfolio management plan

Provide orientation sessions on portfolio management

PPM Implementation Process Establish the portfolio management model Establish a portfolio management information system Establish a schedule of PRB meetings Schedule regular PPM review meetings Update the PPM process as appropriate Link PPM to the annual budgeting process

Establish the portfolio management model

Establish a portfolio management information system

Establish a schedule of PRB meetings

Schedule regular PPM review meetings

Update the PPM process as appropriate

Link PPM to the annual budgeting process

Project Portfolio Management Tools A tool to facilitate your PMO (portfolio management office) function by providing data acquisition and management supporting project selection, resource allocation reporting and graphing Start Your Tool Selection With The Capabilities Of Your PMO

A tool to facilitate your PMO (portfolio management office) function by

providing data acquisition and management

supporting project selection, resource allocation

reporting and graphing

Start Your Tool Selection With The Capabilities Of Your PMO

Screenshots of PPM tool A very resource / project management tool look . Monitor portfolio performance across multiple dimensions

What PPM Tools Must Deliver Accurately portray the status of investments Readily enable human and financial resources allocation across the investment portfolio Meaningfully interact with stakeholders Make the solution as intuitive as possible Partial List Of Portfolio Management Solution Vendors

Accurately portray the status of investments

Readily enable human and financial resources allocation across the investment portfolio

Meaningfully interact with stakeholders

Make the solution as intuitive as possible

Forrester Wave™: Project Portfolio Management Tools, Q4 ’07 December 2007 “The Forrester Wave™: Project Portfolio Management Tools, Q4 2007”

THANK YOU Cant believe its over!!