If you’re experiencing indecisiveness about which projects to pursue, are overwhelmed by resource demands, stressed about executive requests, or just suffering from a generalized sense of panic, you’ve come to the right place. The portfolio management doctor is in, offering a consultation and proven treatment plan to address these symptoms: *Too Much Demand – Dealing With A Key Stressor *Conflicting Priorities – Taking Control *Resource Optimization – It’s All Going To Be OK *Financial Anxiety – Delivering Tangible ROI *Planning for the Future – Where Do You See Your Portfolio In 5 Years? *Reaching Portfolio Nirvana

1. Stop the Insanity: A Treatment Plan
for Portfolio Management Anxiety
Featured Presenter:
Terry Melnik
VP of Client Strategy
PowerSteering Software
Welcome! Thank you for joining us. A few things to note before we start:
All attendee phone lines will be muted during the presentation.
You can access audio via teleconference or your PC. There is no hold music.
You may submit questions using the Q&A panel in the bottom right. Questions will
be addressed at the end of the session.
We will email the slides and recording to all attendees within a few days.

2. STOP THE INSANITY
A Treatment Plan for
Portfolio Management Anxiety
Presented by
Terry Melnik
VP of Client Strategy
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3. Business‐Driven PPM Clients
New Product Performance Professional Services
IT Governance Business PMO
Development Improvement Automation

4. Agenda
Too Much Demand – Dealing with A Key
Stressor
Conflicting Priorities – Taking Control
Resource Optimization – It’s going to be OK
Financial Anxiety – Delivering Tangible ROI
Planning for the Future – Where do you see
your portfolio in 5 yrs?
Reaching Portfolio Nirvana
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5. A Clean Slate
“Imagine you’re sitting in a wide open field, all
alone, and able to collect your thoughts…”
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6. A Clean Slate
“Imagine you’re sitting in a wide open field, all
alone, and able to collect your thoughts…”
No Active Projects
All Resources Available
All Budgets Open
All Projects Prioritized Clearly
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7. TOO MANY DEMANDS
Dealing with a Key Stressor
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8. The PPM Challenge
Organizational Structures
Business Segments
Business Units
Geographic Markets
Product Lines
Marketing Demand
?
Functional View
Innovation / R&D
Sales
Resources
Operations
Results
Other Stakeholders
Strategic Planning
Finance
Risk

9. Pulled in Different Directions
Poorly defined goals
Too many projects, initiatives,
objectives
Not enough people
Never enough budget to do it all
Too few release cycles
Weak mechanisms for reviewing
and triaging demand
Reports Already Out-of-Date
Budget process too rigid to be
agile Not enough time
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10. The Foundation
• Do I have a definitive list of all projects and their details
underway?
• Is this list up to date?
• Do I know which project is most important? How do I even
define which project is most important?
• Do I know how much effort each will take to complete?
• Which resource type or role is most limited?
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11. Why Selection is Important
Scarcity is the fundamental economic
problem of having seemingly unlimited
human needs and wants, in a world of limited
resources.
What is the best combination of resources
and actions we can use to maximize output
and delivery?
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12. Being Pulled in Different Directions
‐ Priority, Budget, Resources, Time
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13. CONFLICTING PRIORITIES
Taking Control

14. What We Hear
We’re running
behind! I need my project
done now!
This is the most
important
project!
I can’t wait for
the next release! I need more
people!
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15. Understanding Different
Prioritization Methods is Key
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16. Articulating Priority
Talking their language:
Rank: Each opportunity sorted against each other
Shareholder Value: How supportive is the sponsor
behind this initiative?
Scorecard Value: Score using a common comparison
Financial Value: ROI, NPV, Net Benefits
Resource Needs: How many people, FTEs, specific
roles do we need to do this project?
Strategic Value: How well does this project align with
our goals?
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17. RESOURCE OPTIMIZATION
It’s Going To Be OK

18. Resource Management Options
Less granular
Less complex
At the Project Level Less overhead
At the Phase Level
At the Task Level
More granular
More complex
More governance
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19. Get Ahead of the Curve
What is the current and upcoming demand on each key resource type?
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20. The Problem With Resource
Leveling
By the way…you should never do this…
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21. We’re Only Human
Commitment
Loyalty
Personal Investment
Team Momentum
Team Synergy
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22. FINANCIAL ANXIETY
Delivering Tangible ROI

23. Financial and
Operational Elements
Financials Value
Actual Spend Customer
Satisfaction
Actual Benefits
Goal Attainment
ROI
KPIs
TCO (Customer Satisfaction,
Market Share, Compliance)
Are we realizing the expected value and benefit?

24. Successful Benefits Realization

25. Show Me The Money!

26. PLANNING FOR THE FUTURE
Where Do You See Your
Portfolio in Five Years?
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27. The Five Year Plan Myth
Crystal ballin’
(stick your thumb in the air)
VS.
Hoshin Kanri
(Compass Control)
(Direction, Execution)
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28. The Five Year Plan
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29. Successful Execution
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30. REACHING PORTFOLIO
NIRVANA

31. Fine Oiled Machine
An efficient governance process will create an
Organizational Structures
Business Segments
optimized funnel of delivered services, often
Business Units
resulting in 5% - 30% improvements in cost,
benefits, productivity, and service levels…*
Geographic Markets
Product Lines
Marketing
Demand
Functional View
Innovation / R&D
Sales
Operations
Analyze
Optimized
Delivery
$
Documented
IT Services IT Governance
Other Stakeholders
Improved
Strategic Planning Results
Finance
Risk * Documented by Gartner, McKinsey, Forrester,
Customer Testimonials, and others

32. Pulled in Different Directions
Poorly defined goals
Too many projects, initiatives,
objectives
Not enough people
Never enough budget to do it all
Too few release cycles
Weak mechanisms for reviewing
and triaging demand
Reports Already Out-of-Date
Budget process too rigid to be
agile Not enough time
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33. Pulled in Different Directions
Poorly defined goals
Too many projects, initiatives,
objectives
Not enough people
Never enough budget to do it all
Too few release cycles
Weak mechanisms for reviewing
and triaging demand
Reports Already Out-of-Date
Budget process too rigid to be
agile Not enough time
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34. Homework: 5 Action Items
1. Implement a system for understanding
stakeholders’ objectives. Use it to prioritize
projects
2. Conduct a study to gather all resource’s skill sets:
abilities, levels, interests
3. Keep looking far forward; Identify resource
bottlenecks early
4. Consider financials as both cost investment and
benefits yielded when reporting on financials
5. Don’t forget, you’re only human…
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35. Closing Recommendation
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36. QUESTIONS?
Please submit your questions via the Q&A panel.
We will email the recording & slides to all participants
within a few business days.
To contact today’s speaker directly, email
tmelnik@psteering.com.
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