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The Zombies of Programme &
Portfolio Management
‘How lazy habits and bad attitudes in Programme and
Portfolio Management c...
2 © Lexel Project Services 2013
Me – Youssef Mourra
• Managing Partner – Consulting, Lexel Project Services
• Over 20 year...
3 © Lexel Project Services 2013
The Zombies of Project
Management
Boris
Doris
Morris
Horace
4 © Lexel Project Services 2013
Meet Boris
Benefits Management Zombie
• Benefits can’t be measured
• It’s too hard
• Cynic...
5 © Lexel Project Services 2013
Meet Horace
Schedule Management Zombie
• Horace believes that you can control a
project wi...
6 © Lexel Project Services 2013
Meet Morris
Agile Zombie
• Morris believes that Agile is a project
management process in i...
7 © Lexel Project Services 2013
Meet Doris
Change Management Zombie
• Business or Organisational Change
Management is a lu...
8 © Lexel Project Services 2013
…that was then. This is now…
9 © Lexel Project Services 2013
The events & characteristics
depicted in this presentation are
fictitious. Any similarity ...
10 © Lexel Project Services 2013
Introducing….the Zombies of
Programme & Portfolio
Management
Norris
Florence
Lawrence
11 © Lexel Project Services 2013
Meet Norris
Programme Manager Zombie
12 © Lexel Project Services 2013
What Norris believes…
• That a good Programme Manager is someone who manages multiple
pro...
13 © Lexel Project Services 2013
Why Norris must die!
• Norris has got this all wrong
• The focus is on Benefits, Change, ...
14 © Lexel Project Services 2013
Focus Areas
14
Program
Management
Dependency
Management
Resource
Management
Define the
re...
15 © Lexel Project Services 2013
Unfreeze Move Refreeze
Programme
Manager
Outputs/Products/Deliverables
Benefits Realisati...
16 © Lexel Project Services 2013
Meet Lawrence
Project Office Zombie
17 © Lexel Project Services 2013
What Lawrence believes…
• There is no difference between a Project Management Office, a
P...
18 © Lexel Project Services 2013
Why Lawrence must die!
• Each of these offices has a specific role
• Project Management O...
19 © Lexel Project Services 2013
Project Offices
19
Enterprise Portfolio
Office
Programme
Management Office
Project Office...
20 © Lexel Project Services 2013
PMOs rated by Support vs. Reach
ExecutiveSupport
&Buy-in
Low High
Low
High
X
E
D
Y
A
C
?
...
21 © Lexel Project Services 2013
Eddie Obeng’s Project Types
21
Project objectives
clear
Project objectives
not clear
Proj...
22 © Lexel Project Services 2013
Project Flexibility
22
Distilled Distilled is for large, complex engagements, typically
s...
23 © Lexel Project Services 2013
PPM Toolsets
23
Enterprise Portfolio
Office
Programme
Management Office
Project Office
Ch...
24 © Lexel Project Services 2013
Meet Florence
Portfolio Management Zombie
25 © Lexel Project Services 2013
What Florence believes…
• Their organisation will never be mature enough to understand
po...
26 © Lexel Project Services 2013
Why Florence must die!
• What is a Portfolio?
• PMI:
“A portfolio is a collection of proj...
27 © Lexel Project Services 2013
Strategic
Driver 1
Organisation Vision/Mission
Vision, Strategy & Strategic Drivers
27
St...
28 © Lexel Project Services 2013
Do you hold the Royal Flush of
Portfolios?
28
• What are the odds of
a Royal Flush in
Pok...
29 © Lexel Project Services 2013
COMPLIANCE MAINTENANCE TACTICAL
The projects we MUST do
because of reasons related to
Gov...
30 © Lexel Project Services 2013
The projects we COULD do
because of reasons related to
new ideas and innovations
driven f...
31 © Lexel Project Services 2013
INNOVATION
STRATEGIC
TACTICAL
MAINTENANCE
COMPLIANCE
VISION
Gate 3Gate 2Gate 1
Filtered o...
32 © Lexel Project Services 2013
32
Analysing the Portfolio
V
Project Cost
StrategicValue
Y
B
T
$0k $150k $300k $500k$450k...
33 © Lexel Project Services 2013
The Ten Steps to Portfolio Optimisation
33
Current
State
PORTFOLIO OPTIMISATION ACHIEVED
...
34 © Lexel Project Services 2013
Benefits of getting it RIGHT
•Potential savings of 20% of
portfolio value in Year 1
•30% ...
35 © Lexel Project Services 2013
Look out for them… beware and be
aware of their influence
Norris
Florence
Lawrence
36 © Lexel Project Services 2013
What else can we do?
• We need to be vigilant
• We need to adopt and use these right prac...
37 © Lexel Project Services 2013
Like to Know More?
• We offer a short 1-hour workshop on each of the Zombies highlighted ...
38 © Lexel Project Services 2013
Thanks
• Thanks to you all for your attention and attendance today
• Thanks to Microsoft ...
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The Zombies of Program, Project Office and Portfolio Management

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This presentation is about the misuse and misunderstanding of the concepts around Program Management, Project Offices and Portfolio Management. We need to look out for these Zombies and eradicate them!

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The Zombies of Program, Project Office and Portfolio Management

  1. 1. The Zombies of Programme & Portfolio Management ‘How lazy habits and bad attitudes in Programme and Portfolio Management continue to manifest themselves’ PMINZ National Conference 2013 Auckland 11th September 2013 Level 3, 38 Waring Taylor St, Wellington +64 4 913 6789 72 Paul Matthews Rd, Albany, Auckland +64 9 414 6543 www.lps.co.nz Presented by Youssef Mourra Managing Partner, Consulting Lexel Project Services
  2. 2. 2 © Lexel Project Services 2013 Me – Youssef Mourra • Managing Partner – Consulting, Lexel Project Services • Over 20 years' experience in the world of project, programme and portfolio management (P3M). • Past experience with PIPC, Cognizant, Ernst & Young, Cap Gemini in Australia, France and the UK. Worked in Europe, Asia and America • For the past 10 years have been based in NZ (Wellington) and has gained experience with a number of clients both in the private and public sector. • Led hundreds of consulting engagements ranging from complex project and programme rescues, mobilisation of project offices, to implementation of project management information systems. • Recognised as a trusted advisor by a number of 'C' level executives and project offices throughout the APAC region.
  3. 3. 3 © Lexel Project Services 2013 The Zombies of Project Management Boris Doris Morris Horace
  4. 4. 4 © Lexel Project Services 2013 Meet Boris Benefits Management Zombie • Benefits can’t be measured • It’s too hard • Cynical about the reasons benefits are identified and cynical about how they are quantified • Just get on with the project because it’s a great idea
  5. 5. 5 © Lexel Project Services 2013 Meet Horace Schedule Management Zombie • Horace believes that you can control a project without a schedule. • Too much emphasis is placed on schedules and ties Project Managers down • He believes you should instinctively understand how your project is going and just focus on a few key dates • What’s the point of a schedule if it keeps changing. Just an unnecessary distraction
  6. 6. 6 © Lexel Project Services 2013 Meet Morris Agile Zombie • Morris believes that Agile is a project management process in itself • He objects to any attempt to use the term ‘waterfall’ near it. • He believes {in a particularly maniacal way} that any attempt to use a schedule or any planning controls of any sort is a threat to his Agile projects • He believes PMBOK and PRINCE2 are outdated.
  7. 7. 7 © Lexel Project Services 2013 Meet Doris Change Management Zombie • Business or Organisational Change Management is a luxury that most projects can’t afford • Delivering the project is paramount and the rest is just fluff. • ‘If an organisation wants to make a change, then people should accept it and adopt it immediately. Why should an organisation invest in all of this touchy feely stuff?’
  8. 8. 8 © Lexel Project Services 2013 …that was then. This is now…
  9. 9. 9 © Lexel Project Services 2013 The events & characteristics depicted in this presentation are fictitious. Any similarity to any person living or brain dead is merely coincidental. Yeah Right
  10. 10. 10 © Lexel Project Services 2013 Introducing….the Zombies of Programme & Portfolio Management Norris Florence Lawrence
  11. 11. 11 © Lexel Project Services 2013 Meet Norris Programme Manager Zombie
  12. 12. 12 © Lexel Project Services 2013 What Norris believes… • That a good Programme Manager is someone who manages multiple projects • Programme Management is the natural progression in the evolution of a Senior Project Manager • Programme Management is about aggregating the key information and dates from each of the individual projects and reporting that up the line • The focus of Programme Management is producing on producing a result, an output, and handing it over to the business. This makes the Programme Manager accountable and therefore top dog
  13. 13. 13 © Lexel Project Services 2013 Why Norris must die! • Norris has got this all wrong • The focus is on Benefits, Change, Dependency & Integration Management • Best Programme Managers come from the business, they have deep SME experience. They are not glorified or even experienced Project Managers. There is no natural or automatic continuum from PA to PC to PM to Senior PM and then Programme Manager • The focus of Time, Cost, Scope & Quality can be addressed by Project Managers & Programme Administrators, it’s not the focus of the Programme Manager • The whole focus of a Programme Manager is on delivering a business benefit by pulling together the various projects and helping transform or deliver a major outcome which is supported by effective Business Change Management. They are responsible but the Programme Sponsor or Senior Responsible Owner maintains the accountability.
  14. 14. 14 © Lexel Project Services 2013 Focus Areas 14 Program Management Dependency Management Resource Management Define the resources Allocate, Monitor and Refine Release Change Management Unfreeze Transition State Lock changes in so they don’t revert back Managing the Change Preparing for Change Reinforcing the Change Benefits Management Benefits Identification Benefits Quantification Benefits Tracking Benefits Realisation Identify the Program Define the Program Close the Program Deliver the Program Deliver the Capability Realising the Benefits Managing the Tranches Review and Prepare Establish Products delivered and Transitioned to BAU Identify Macro Dependencies Manage and Monitor Macro/Micro Dependencies Move Refreeze Resource demand Resource utilisation
  15. 15. 15 © Lexel Project Services 2013 Unfreeze Move Refreeze Programme Manager Outputs/Products/Deliverables Benefits Realisation (Business Intelligence) Benefits Identified and Quantified (Business Case & Strategy) Change Management Project Management Outcomes / Benefits Benefits Management Benefits Tracking (Benefits Reporting) Project Manager A Programme Management Project Manager B
  16. 16. 16 © Lexel Project Services 2013 Meet Lawrence Project Office Zombie
  17. 17. 17 © Lexel Project Services 2013 What Lawrence believes… • There is no difference between a Project Management Office, a Programme Management Office and an Enterprise Portfolio Office • Project Offices are about enforcing policies, standards and methodologies • The primary purpose of a Project Office is to conduct audits (preferably random) to catch practitioners out • Project Offices are there to identify those who are not ticking the boxes and following every step of the methodology and to call this out • All projects are the same and every step of the methodology needs to be followed, there is no room for flexibility • The first step to achieving greater PPM maturity is to install a Project Portfolio Management toolset
  18. 18. 18 © Lexel Project Services 2013 Why Lawrence must die! • Each of these offices has a specific role • Project Management Office is a temporary office set up to provide support to a temporary organisation – a project. • Programme Management Office is a temporary office configured to provide support to a defined programme of work and can exist for a number of years, the duration of the programme • Enterprise Portfolio Office is a permanent office sponsored and supported by the Executive to provide key decision support material to help the Executive ensure the organisation’s portfolio remains aligned to the agreed organisation’s strategy.
  19. 19. 19 © Lexel Project Services 2013 Project Offices 19 Enterprise Portfolio Office Programme Management Office Project Office Doing the ‘right’ projects Doing the projects right Strategy Portfolio Management Programme Management Project Management
  20. 20. 20 © Lexel Project Services 2013 PMOs rated by Support vs. Reach ExecutiveSupport &Buy-in Low High Low High X E D Y A C ? B Enterprise Visibility & Reach You? ‘Policing’ ‘Monitoring’ ‘Supporting’ Z ‘Leading’ V W
  21. 21. 21 © Lexel Project Services 2013 Eddie Obeng’s Project Types 21 Project objectives clear Project objectives not clear Project management, processes, corporate knowledge and tools well developed Project management, processes, corporate knowledge and tools not well developed Fog Movie Paint by Numbers Quest
  22. 22. 22 © Lexel Project Services 2013 Project Flexibility 22 Distilled Distilled is for large, complex engagements, typically strategic projects Mini Mini is for small, simple engagements, typically tactical projects Lite Lite is for medium, detailed engagements, can be tactical or strategic projects Fast Fast is for engagements that need to be ‘fast tracked’ through to delivery Must Must is guidelines to use in conjunction with one of the above methodologies for engagements that need to be implemented to meet compliance Assignment Assignment is for ‘Business as Usual’ repeatable engagements, with one key deliverable
  23. 23. 23 © Lexel Project Services 2013 PPM Toolsets 23 Enterprise Portfolio Office Programme Management Office Project Office Choosing the ‘right’ projects Doing the ‘right’ projects right Strategy Organisational Requirement & Support 2. People / Capability 3. Process / Frameworks 4. Toolsets/Systems
  24. 24. 24 © Lexel Project Services 2013 Meet Florence Portfolio Management Zombie
  25. 25. 25 © Lexel Project Services 2013 What Florence believes… • Their organisation will never be mature enough to understand portfolio management • It’s not their job to promote Portfolio Management to the Executive, it’s up to the Executive to ask for it • Consolidating as much information as possible on the projects and programmes in their company, without breaking into a sweat and avoiding probing into the ‘sacred cow’ projects, constitutes portfolio management • The issues that a company faces related to project delivery has nothing to do with selecting the right projects mix
  26. 26. 26 © Lexel Project Services 2013 Why Florence must die! • What is a Portfolio? • PMI: “A portfolio is a collection of projects and programs and other work grouped to facilitate the effective management of that work to meet strategic business objectives. The components of a portfolio are quantifiable – they can be measured, ranked and prioritised”
  27. 27. 27 © Lexel Project Services 2013 Strategic Driver 1 Organisation Vision/Mission Vision, Strategy & Strategic Drivers 27 Strategy Strategic Driver 2 Strategic Driver 3 Strategic Driver 4… Prioritised Portfolio
  28. 28. 28 © Lexel Project Services 2013 Do you hold the Royal Flush of Portfolios? 28 • What are the odds of a Royal Flush in Poker? • It shouldn’t be about odds in business The royal flush is a case of the straight flush. It can be formed 4 ways (one for each suit), giving it a probability of 0.000154% and odds of 649,739 : 1.
  29. 29. 29 © Lexel Project Services 2013 COMPLIANCE MAINTENANCE TACTICAL The projects we MUST do because of reasons related to Government legislation or existing regulations. We have little choice and we need to get on with understanding the options for how we approach these projects The projects we SHOULD do because of reasons related to maintaining existing systems and business processes. If we under-invest for too long, we run the risk of breaking our existing operations and systems The projects we COULD do because of reasons related to changes in the competitive, technological or global environments. We may not always want to respond to each change, but we need to consider them in our planning 29
  30. 30. 30 © Lexel Project Services 2013 The projects we COULD do because of reasons related to new ideas and innovations driven from our customer, staff and expert base. We need to investigate, approve, reject or invest in these innovations The projects we WOULD do because of reasons related to the setting and achieving of the strategic plan and vision. What are the projects that best help us achieve our stated vision and contribute most to the strategic drivers? INNOVATIONSTRATEGIC 30
  31. 31. 31 © Lexel Project Services 2013 INNOVATION STRATEGIC TACTICAL MAINTENANCE COMPLIANCE VISION Gate 3Gate 2Gate 1 Filtered out initiatives Filtered out initiatives Filtered out initiatives • Project Proposals • Execution • Handover to BAU • Detailed Business Case • Prioritisation • Initial Business Case • Option & Impact Analysis • Prioritisation Project Categories 31
  32. 32. 32 © Lexel Project Services 2013 32 Analysing the Portfolio V Project Cost StrategicValue Y B T $0k $150k $300k $500k$450k 0%2.5%5%7.5%10% C G J L M U W X K I N S D E F Q P Z O H A R  ? ? Colour = Risk Rating Size = Benefits Shading = Change Management LEGEND
  33. 33. 33 © Lexel Project Services 2013 The Ten Steps to Portfolio Optimisation 33 Current State PORTFOLIO OPTIMISATION ACHIEVED 1 2 4 3 6 5 7 8 9 10 Define & Agree Strategic Drivers Define & Agree Strategic Drivers Get Executive Support Get Executive Support Prioritise & Weight Strategic Drivers Prioritise & Weight Strategic Drivers Adopt Portfolio Management Framework Adopt Portfolio Management Framework Implement Portfolio Governanace Implement Portfolio Governanace Prepare Portfolio Environment Prepare Portfolio Environment Define & Agree Project Attributes Define & Agree Project Attributes Perform Portfolio Stocktake Perform Portfolio Stocktake Assess, Prioritise, Analyse, & Select Portfolio Assess, Prioritise, Analyse, & Select Portfolio Track Progress, Track Benefits Track Progress, Track Benefits
  34. 34. 34 © Lexel Project Services 2013 Benefits of getting it RIGHT •Potential savings of 20% of portfolio value in Year 1 •30% improvement in time to market for revenue- generating initiatives •5% reduction in overall costs •59% reduction in project failures •78% reduction in redundant projects •37% decrease in cost per project •35% increase in number of projects under management Why do Portfolio Management? 50% Value Achieved 50% Value Lost 100% 66% 0% 75% 100% EffectiveSelection–‘DoingtheRightThings’ IdentifyingPotentialBusinessValue Effective Execution – ‘Doing Things Right ’ Realising Business Value Primary Source: : IDC, September 2008 Portfolio Management Project Mgt • Avoid the deadly combination of poor selection and ineffective execution
  35. 35. 35 © Lexel Project Services 2013 Look out for them… beware and be aware of their influence Norris Florence Lawrence
  36. 36. 36 © Lexel Project Services 2013 What else can we do? • We need to be vigilant • We need to adopt and use these right practices • We need to promote these practices and show our workplaces how these will make a huge contribution to overall project & programme success • The Zombies? • Don’t hire them. Make sure you fire them. • Tell everyone about them and where they are. • Name them. Shame them.
  37. 37. 37 © Lexel Project Services 2013 Like to Know More? • We offer a short 1-hour workshop on each of the Zombies highlighted last year and today. We will show you how straightforward, valuable and powerful each of these project, programme and portfolio management principles are • We’ll show you how to apply these in your work environment • Project Office Consulting & Services including Project Office on Demand (POD) • Project Design & Mobilisation • Project/Programme Office Services • Portfolio Prioritisation & Optimisation • Project & Programme Management Capability Development • Project & Programme Health-checks & Audits • Post-Implementation Benefit Reviews • Project & Programme Rescues • P3M Capability Development & Training • Microsoft Project Training & Consulting Visit us at the Lexel Project Services Exhibit over the next two days
  38. 38. 38 © Lexel Project Services 2013 Thanks • Thanks to you all for your attention and attendance today • Thanks to Microsoft NZ for their sponsorship today • Thanks to the PMI and all sponsors for organising and helping make this event happen. • Go New Zealand! • Like what you heard? • Follow me on Twitter on @youssefmourra • Contact me on youssef.mourra@lexel.co.nz or 021 423 620 for more information.

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