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Enterprise Project Management

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Manage your portfolio of initiatives using an enterprise project management approach.

Manage your portfolio of initiatives using an enterprise project management approach.

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  • 1. ENTERPRISE PROJECT MANAGEMENT A Lenati Point of View Martin Mehalchin, Principal mmehalchin@lenati.com 1
  • 2. Contents • Introduction • Enterprise Project Management Governance and Project Portfolio Management • Project Management Framework: Standards & Practices • Lenati 2
  • 3. INTRODUCTION 3
  • 4. Most Organizations Struggle to Consistently Execute Project Work • Successful Projects Average – Completed and meets objectives Project – On time – On budget 89% Cost – All scope delivered Overrun • Challenged Projects – Completed but may not meet all objectives 122% – Large cost overruns Schedule Overrun – Severe schedule slippages – Delivered significantly reduced scope 60% Scope • Failed Projects Delivered – Not completed or did not meet objectives Source: Standish Group 4
  • 5. The Path to Consistent Execution Requires An Enterprise-Wide Approach M Individual Projects E Project Portfolio a Management x n •Standard Roles, Documentation e a •Assemble c •Required Measurement and Reporting g u •Rationalize & Rank I e t Phase / Gate Approach m •Monitor Execution i e v n e t EPMO: Set & Maintain Standards, Develop/Offer Training, Foster Community of Practice 5
  • 6. ENTERPRISE PROJECT GOVERNANCE AND PROJECT PORTFOLIO MANAGMENT 6
  • 7. Project Portfolio Management Aligns Projects With Your Overall Strategy and Objectives Phases Assemble Portfolio Rationalize & Rank Monitor Execution •Inventory existing •Align to strategy •Hold projects to milestones •Charter new •Size portfolio to available and delivery of results resources •Resolve escalated issues •Prioritize •Assess results Tools Strategy / Initiative Alignment Matrix Financial Ranking Cost Service Clinical Control Line Quality Project NPV Expansion New System $1,000,000 Project A New Facility $750,000 Project B Project C Reengineer $500,000 Process 7
  • 8. A Stage/Gate Approach Applies Rigor to the Projects In the Portfolio Project Phase Deliverables / Critical Decision Gates •Require all projects to proceed through Project Phases Mandates, Department standard phases Planning, Strategic Planning Business Case Detailed Planning Implementation Closeout & Turnover •Measurements of cost & Development impact are refined as the Deliverables project progresses Problem Definition/Needs Analysis High-level Specifications Scope Baseline Resource Allocation Commitments Project Performance Requirements - Earned Value Requirements - Cost Variance Analysis - Schedule Variance Analysis Lessons Learned/Knowledge Management - Scope Changes - Cost Variance/Controls - Schedule Variances - Process Adjustments •Strategic fit & ROI Detailed Cost Detailed Project Status Reports - Issues Log - Resource Utilization Assumptions/ Alternatives Schedule projection tested at each Estimate/ROI - Meeting Notes Project Completion Sign-off Form Constraints/Risks Selection Including Calculations - Milestones Completion Buy-off Milestones gate Cost Estimate Resource Impact Quality Control Risk Assessment Go-Live Signoff Document Communicate Project Successes - Executive Sponsor - Executive Management Group Procedures - Project Team Members •Each gate represents a - Project Steering Committee - Broad Employee Base go / no-go Statement of Support Financial Impact (ROI projection) Communications Plan Critical Success Factors •Executive management Business Case Document Project Charter involvement in all gating Critical Decision decisions Critical Decision Critical Decision Critical Decision Gates Gate 1 Gate 2 Gate 3 8
  • 9. Use An Enterprise Project Management Office (EPMO) As the Focal Point for a Community of Practice • Lead the community of practice – Develop the standard definitions and document templates used by all projects – Develop and deliver internal training for project management roles – Coach, mentor, facilitate sharing and learning across the enterprise • Support executive engagement – Administration of project portfolio – Aggregate monthly reporting into an enterprise roll-up for executives • Note: Not a bureaucracy – Minimal full-time staff – Designated representatives from a broad cross-section of the organization 9
  • 10. Executive Governance & Engagement Is a Critical Success Factor • Executive team must promote and model the enterprise standards • Regularly scheduled executive team review of project portfolio – Typically an agenda item for a standing meeting • Executive sponsor for all projects; executive chairs all Steering Committees – Size thresholds may apply 10
  • 11. PROJECT MANAGEMENT FRAMEWORK: STANDARDS & PRACTICES 11
  • 12. Benefits of Standard Project Management Framework • Reduces confusion and churn time within a project • Everyone speaks the same language which results in improved communication amongst the project team • Enables a greater amount of time to work on a project rather than time being used to establish a new framework or tools for each project • Provides integrated approvals to ensure ongoing engagement and support from key stakeholders • Clear expectation setting and buy in with sponsor and key stakeholders • Increases likelihood of delivering stated objectives 12
  • 13. Commonly Understood Phases, Roles & Vernacular Phases Vernacular Roles Executive Sponsor Assumptions Constraints Business Sponsor Risks Issues Business Program/Project Owner Manager Core Team 13
  • 14. Library of Standard Document Templates 14
  • 15. Drivers for a Successful Project • Clear and prioritized Objectives, Goals and Benefits • Project scope & objectives align with corporate goals • Executive Management Support • Roles & responsibilities are clearly identified and communicated • Proper planning • Clear Requirements and Specifications • Input and buyoff from all participants (user involvement) • Issues, Risk and Changes are Managed • Communications are planned and managed • Lessons are learned and documented along the way 15
  • 16. LENATI 16
  • 17. Lenati is a professional services firm offering solutions to organizations striving to maximize performance, revenue, and market share. Our goal is to help Mid-Market and Enterprise clients go to market more successfully (higher returns) and more efficiently (lower cost) with a focus on creating competitive advantage via differentiated customer experiences. As part of our drive to be a services industry leader in helping organizations maximize their market performance, we have assembled a small, high powered group of professionals and strategic partnerships that help us deliver innovative solutions that can help your organization make an immediate impact in the marketplace. 17
  • 18. Lenati Project Management Offerings • Project Portfolio Management – Advise on approach – Gather and analyze data on current inventory of projects – Facilitate initial series of review meetings • EPMO – Advise on set up and selection of resources – Design and implement stage/gate process – Assist with development of standards and templates – Provide pre-built training; train-the-trainer programs for staff • Large Projects – Project audits & resource assessments – Advice on turnaround or close-out of troubled projects 18