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Pmicos 2011 Doc Tc V2 0
1.
2. How to Respond, Scale, and Increase the
Performance of a Project Management
Organization*
*both inside and outside the PMO
Doc Dochtermann Tim Cermak
Advisicon, Inc. VP Advisicon Inc., Senior Vice President
• PMI Communities of Practice
• Industry Community Contributor(s)
• Social Media Channels
www.AdvisiconBlog.com
3. Advisicon’s Strategic Project
Controls Solution
• Changing Business Cultures Through Project/Portfolio Management
• Delivering Business Results
5. Takeaways from this Presentation
• Understand That It Is Not Just About Strategy
– Technology Advantages
– Knowledge Sharing
– The Socialization Impact to the Business
• Innovate: Recognize That Some Organizations
Are Closing the GAP Between Strategy and
Execution
• Adapt: Learn About The Relationships Between
Strategic Planning and Performance
Management
6. It is Not Just About Strategy!
Portfolio Selection: Make Informed
Decisions
If asked to cut budgets by 15%
would you use a scalpel or a
hatchet?
Demand Portfolio Portfolio Advanced Capacity
Mgmt Prioritization Optimization Analytics Planning
Successful portfolio selection requires a handshake
between Value Optimization and Resource Utilization
7. What Does PPM Demand?
Everyone
Together
PMO Achieves
Collaboration
More For successful Project
Completion
8. Business Challenges Without Effective Scheduling
• Making money
• Saving money; improving efficiency
• Bringing products to market
faster
• Supporting compliance
• Maximizing return on portfolio
investment
• Staying on track, on budget,
in scope
• Communicating status and reporting
• Quickly responding and adapting
• What's important to you?
9. How Effective Scheduling Rolls up to Program/Portfolios
-------Meeting Business Needs
1 Gain visibility into projects and
operational activities
2 Objectively prioritize, optimize, and
select project portfolios that best
align with business strategy and
maximize business value
3 Proactively and reactively manage
resources
4 Control and measure project and
portfolio financial performance
5 Improve communication, information
sharing, collaboration
6 Identify, mitigate, and communicate
issues and risks
7 Invest in scalable, connectible, and
extensible platforms
10. What Is Project Portfolio Management Leveraging
Effective Scheduling?
The continuous process of identifying, selecting and managing
a portfolio of projects in alignment with key performance metrics
and strategic business objectives.
11. “A Vision Without Execution is
Hallucination. Action Without
a Vision is Random Activity”
Thomas Edison,
Inventor.
Tirrell Whitley,
Liquid Soul Media.
14. Scheduling and Planning Lifecycle using
Enterprise Search
• Interactive search experience
• Relevance
• People search
• Connectivity
• Scale and platform flexibility
15. Scheduling Touch points
Communities
• Collaborative content
• Social feedback and organization
• User profiles
• MySites
• People connections
16. Demand Management
A unified view of all work in a central location
Demand Management
Challenges
Establishing Compliance
framework and set of with regulatory
guidelines for work Accountability Data requirements
and traceability Request collection
capturing
16
17. Portfolio Selection and Analytics
A way to align business priorities to maximize ROI and understand
resource capabilities and availability
Portfolio Selection and Analytics
Challenges
1
Defining and Forecasting
communicating project
2
business Driving executive Identifying delivery
strategy consensus around Objectively optimal
business driver prioritizing portfolios
priorities competing
projects
17
18. Resource Management
Proper management and optimal use of resources
Resource Management
Challenges
Maximizing Tracking who is available,
resource their capabilities,
Finding the right Managing resource
utilization & their location
people for the assignments and
project overcoming conflicts
18
26. The 5 Bridges
That Enable People to Traverse the Execution gap.
1. Employee Involvement in Decision Making
2. The Ability to Manage Change
3. Alignment Between Leader Actions and Company Values and
Priorities
4. Company-Wide Coordination and Cooperation.
5. A Structure That Supports Execution
33. Some Final Parting Thoughts …
• Strategy and Execution are tied together. They cannot be separated.
• If an organization can’t execute, nothing else matters:
– not the most solid, well thought-out strategy
– not the most innovative business model
– not even technology that could transform an industry
• Turbulent markets and stable organizations
• It’s ALWAYS about the people
34. More Practitioner Resources
• Microsoft Project Server 2010 – White Papers
– http://download.microsoft.com/download/3/1/E/31EBD219-06BC-4323-A6A3-
7A7B1A98B229/Project%20Server%202010-Portfolio%20Strategy.pdf
• Product information and trial download Main product site
– www.microsoft.com/project/2010/
• Interactive content – Videos/Sessions/Webcasts
– www.microsoft.com/showcase/en/US/channels/microsoftproject/
– www.microsoft.com/events/series/epm.aspx
• Advisicon Blog
– http://www.advisiconblog.com
• Microsoft Project Team Blog
– http://blogs.msdn.com/project/
Session abstract – Given the ever-increasing demand to do more with less—Linking Strategy to Execution is not simple and requires an understanding of how organizations successfully bring about large-scale organizational change to manage for strategic performance and competitive advantage.There is a new mode of operation surfacing in corporate America for prioritizing work against strategic business imperatives. Performance is directly linked to the comprehensiveness and timeliness of information as well as validation of that information relative to external forces. The need to focus on work governance has reached a critical level and it’s time for organizations to start to address this very significant challenge. Tim will show through case study examples how large organizations are fulfilling the mandate of executing their strategies.
Every business is different, with unique needs and environments. At the same time, almost every business must overcome the same business challenges to succeed and thrive in the marketplace. In general, these challenges are as follows:Making money – You have to be profitable to stay in business.Saving money – In addition to profit, the ability to keep costs and overhead in check can add to your profit margin.Improving efficiency – The more efficient your employees and processes are, the less room for error and the greater likelihood of your meeting your customer’s needs and delivering better experiences.Bringing products to market faster – The marketplace is very competitive these days. Customers aren’t as loyal as they used to be, in part because they go where the cutting-edge solutions are and also because of competitive pricing. Companies no longer have the luxury of taking their time to deliver products. The faster they can get their product out, the more opportunities they have to profit, trump the competition, and to take on more work.Supporting compliance - Compliance requirements potentially affect the overall value of selected project portfolios. Companies need to have protocol in place that guarantees compliance without requiring added management and administration time.Maximizing return on portfolio investment – When a company chooses a project, they want that project to be as profitable as possible. Between rules, regulations, administration, management, communication, and collaboration, this can often be hard to achieve.Staying on track, on budget, in scope – Once a company commits to a project, they want to be able to track that project, to make sure it’s proceeding on time and within budget. Projects that run amok can impact the success and profitability, and in worse-case scenarios, even the viability of an organization.
Alternative slide to #3 Business Challenge.Whereas we earlier looked at common challenges that businesses of all sizes face, we now want to drill down a little deeper and look at what businesses need to help them overcome the aforementioned challenges.First, gain visibility into projects and operational activities – It’s easier to track and monitor projects if you have visibility into all of the stages and players.Objectively prioritize, optimize, and select project portfolios that best align with business strategy and maximize business value – Choosing the best projects for your business enables you to potentially profit the most.Proactively and reactively manage resources – Managing resources both in material and personnel, can be difficult. Your business needs tools that enable you to prevent problems from occurring and quickly correcting problems when they do occur. This way, you can cover all of your bases no matter what situation arises.Control and measure project and portfolio financial performance – Your business needs to be able to measure performance and at the same time control costs.Improve communication, information sharing, collaboration – Effective communication and collaboration leads to unified project management, reducing errors and improving decision-making and end results. Identify, mitigate, and communicate issues and risks – No project comes without risks. You need to be able to proactively identify issues and risks and create a methodology should any of these issues come to fruition.Invest in scalable, connectible, and extensible platforms – The best solutions utilize existing pieces of your infrastructure. They also are easy to scale, enabling you to get a greater return on your existing investments as well as a greater return on new investments.
Project Portfolio Management can be one of those cryptic terms that people hear and recognize but don’t really understand. So what exactly do we mean by Project Portfolio Management?The continuous process of identifying, selectingand managinga portfolio of projects in alignment with key performance metrics and strategic business objectives
Demand management offers a unified view of all work in a central location. Its purpose is to quickly helporganizations gain visibility into projects and operational activities; standardize and streamline datacollection; enhance decision making; and subject initiatives to the appropriate governance controlsthroughout their life cycles.Establishing framework and set of guidelines for work: Every time you initiate a project, you want to have in place a best-practice framework and set of guidelines to effectively create, control, and deliver that work. Many companies however, lack this protocol, which impacts productivity, communication, collaboration, accountability, and even project delivery. In addition, a good framework helps you better adhere to and optimally align spending with strategic imperatives.Drive accountability and traceability. Without formal checkpoints within aprocess and or the ability to identify individuals with the appropriate approval authority, it’s hard to driveaccountability and awareness. You also lack an auditable record of all investment decisions.Request capturing/Data collection: For an organization, demand can include all requests for different types of project and non-project work that can potentially consume funds or resources. These requests can flood into anorganization through a variety of structured and informal sources: customer requests, hallwayconversations, e-mail exchanges, executive decisions, and business maintenance activities, for example.The varied nature and form of project requests can make it difficult for PMOs to gain visibility andcontrol of initiatives across the enterprise. By capturing all requests in a central location andstandardizing the collection of metadata and metrics, organizations can quickly gain visibility across allrequests and ongoing projects to help improve decision making and ensure that they are working on theinitiatives that are right for the organization.Providing a single location and best-practice template for capturing new requests provides an intuitive and repeatable framework that drives efficiency and reduces the time it takes to create and submit both simple and complex requests.Compliance with regulatory requirements: Organizations need to have in place tools that help themidentify, anticipate, and respond to industry standards and regulatory requirements. This reducesthe risk of costly fines, negative press, or even criminal proceedings.
The next business imperative on our list is portfolio selection and analytics.Best-practice portfolio selection techniques provide a handshake between value optimization—that is, alignment with business priorities and maximizing ROI—and resource utilization, or understanding resource capabilities and availability. Together, they help PMOs recommend not only which projects to undertake, but to forecast whenprojects can be delivered.Defining and communicating the business strategy. Many organizations publish mission statementsand high-level strategic objectives. Few of them, however, break down their strategy intoactionable, measurable, and discrete business drivers.Driving executive consensus around business driver priorities. Executives from different functional areas naturally will have different opinions on the organization’s strategic priorities. Overcoming these discrepancies and driving consensus help organizations more effectively assess competing initiatives and select the optimal portfolio.Objectively prioritizing competing projects from multiple dimensions. With potentially hundreds ofcompeting project requests coming in, it can quickly become difficult to see the forest for the trees.Prioritizing projects by using a variety of value measurements provides a framework for assessing requests from multiple dimensions and for creating a common currency with which to make comparisons.Identifying optimal portfolios. When faced with budget cuts or with a wish list of requests that exceeds the allocated budget, it can become a daunting task for PMOs to recommend a portfolio that aligns with business strategy and maximizes ROI. Additional variables, such as inter-project dependencies and regulatory requirements, can further compound the problem, making it challenging to effectively model scenarios that will help identify the right projects for an organization to undertake.Forecasting project delivery. Byimproving project delivery a company can maximize ROI. That’s because efficient and effective project delivery enables you to know when you have the bandwidth to start new projects and reassign resources. This helps prevent downtime or overbooking projects that overextend your resources.
Resources are arguably an organization’s most valuable asset and potentially its biggest expense. Proper management and optimal use of resources is key for an organization to realize its business strategy. With intelligent resource management, an organization can develop and retain a world-class workforce.Maximizing resource utilization. Resource capacity often will determine whether organizations are able to complete strategic projects in a specific planning horizon. Capturing resource requirements early in the project life cycle helps analysts anticipate future demand and proactively schedule projects to maximize resource utilization.Finding the right people for the project. Projects often include globally dispersed teams and require adiverse set of skills. Finding the right people with availability for each project significantly increasesthe chance of successfully completing the initiative and realizing ROI.Managing resource assignments and overcoming conflicts. Managers improve project success rates by effectively managing resource assignments. This means quickly resolving over-allocation and reacting to resource conflicts. Managers require tools that help them assess and manage assignments through the project life cycle and easily communicate with team members about assignments.Tracking who is available, their capabilities, & their location. Knowing you have the people in your organization with skills to perform the tasks you need to get done is only half the battle. The other half is the logistics that help you efficiently find the best resources. This means having tools in place to track availability, capabilities, and geographical location.
Projects are screened and selected in tiers, first at the business unit or organizational level, and then at the enterprise level (assuming the organization practices enterprise PPM).Ref: http://www.gartner.com/it/content/911400/911412/project_portfolio_mgmt_excerpt.pdf
Gartner's PPM Maturity Model has five levels. These levels range from least mature, Level 1, to fully mature, Level 5 (see Figure 1). The levels can be applied to any business process, but the dimensions that make up the model are unique to a role or a process.Level 1: ReactiveNo organization consciously chooses to be at a Level 1 maturity. Generally, some external event, like rapid growth, change in market conditions or a merger/acquisition, causes the organization to lumber out of its previous state (which is generally unconscious competence) like a bear awakening from hibernation.Level 2: Emerging DisciplineLevel 2 is defined as "emerging discipline" because this is the point where the organization decides that the plate spinning and ball juggling of Level 1 simply can't go on anymore, and that slowing down just long enough to get organized is a make-or-break situation. Depending on how long an organization stayed at Level 1 and depending on its culture, Level 2 can be a massive swing of the pendulum from an "anything goes, just get it done" environment to a process-driven, moribund organization where rules get followed, and nothing gets done at the most extreme level.Level 3: Initial IntegrationThe most useful competency for a PPM function at Level 3 is the ability to think holistically, focusing on the whole and not the parts. This entails being able to understand how a change in one area will affect others, how changes should be made and in what order to achieve maximum results. Level 3 concentrates on just enough of everything to get things working. It's not perfection, but it is the beginning of a state of conscious competence.Level 4: Effective IntegrationHard work and more process will not get an organization to Level 4. The process maturity approach of other models has led to the belief that process is the sole measure of excellence and maturity, and when it comes to PPM, we can say definitively that it isn't true. Level 4 is defined as effective integration and is once again a return to the state of unconscious competence that preceded Level 1. At Level 4, the enterprise begins to focus on being project-capable, not because there is some mistaken belief that project management processes are a "silver bullet" for all organizational problems, but because there is a realization that the fastest, least expensive way to accomplish anything new and different is through the mechanism of setting up a project or program. Level 5: Effective InnovationLevel 5 has a touch of Camelot attached to it. It is a dream and a goal that occasionally becomes a reality. The hallmarks of Level 5 from a PPM perspective have to do with a complete change in how organizations function. Innovation is no longer an afterthought. Innovation becomes a continuous process everywhere in the organization. To accomplish this, the organization begins to split into two conjoined halves. Like the brain, the operational side of the organization begins to embrace fully the concept of "change operations," while the development side of the organization turns to more exploratory and classically innovative initiatives.Ref: http://www.gartner.com/DisplayTimument?Tim_cd=205800&ref=g_rss
Variation of the Patterson-Connor Commitment Curve. Patterson, Robert W and Daryl Conner, eds., “Building Commitment to Organizational Change” , Training and Development Journal, Apr 1982: pp 18-30Ref: http://www.box.net/shared/dlab9mqc76ThePatterson-Connor Commitment (Change Adoption) Curve is a framework that describes the steps that individuals go through, as they are first made aware of an impending change through to institutionalization of the change. It is used to help identify the initiatives or interventions that should be put in place to ensure that people’s commitment to the change levels occur.Ref: http://www.h2roadmap.com/blog/glossary/#startP
Let’s start with the 2010 Execution Roundup: Six Companies That Couldn’t “Get It Done” (and Two That Did.Business expert and president of OnPoint Consulting Rick Lepsinger analyzes a few of this year’s headline makers and offers useful tips. OnPoint Consultingconducted a study of over 400 companies. They found that 49 percent of the leaders surveyed in the study reported a gap between their organization’s ability to formulate and communicate a vision and strategy and its ability to deliver results. BP - The “BRIDGE” that failed: Employee Involvement in Decision Making…among others.In order for any company to execute successfully, the right people have to be involved with the right decisions. BP provides a devastating example of what can happen when this isn’t the case. Nokia- was not able to coordinate decisions and activities across departments or levels of management. The “BRIDGE” that failed Company-Wide Coordination and Cooperation.About five years before Apple introduced the iPhone and three years before it launched an online applications store, Nokia was ready to introduce its own Internet-ready touch screen handset with a large display and had an early design of an online applications store. Federal Drug Administration (FDA) and the Agriculture Department -The “BRIDGE” that failed Company-Wide Coordination and Cooperation.It’s critical that organizations learn to coordinate and collaborate decisions across organizational boundaries. But doing so requires more than faith and words alone.Johnson & Johnson - The “BRIDGE” that failed: Alignment Between Leader Actions and Company Values and Priorities.The J&J division that makes over-the-counter drugs, has had eight recalls, including popular children’s versions of Tylenol, Motrin, Benadryl, and Zyrtec. Leader behavior must be aligned with company objectives and values.Toyota - The “BRIDGE” that failed: A Structure That Supports Execution.Toyota’s structure slowed down decision making and the company’s ability to effectively respond to the recall crisis.Ref: http://www.pitchengine.com/the-2010-execution-round-up-six-companies-that-couldnt-%E2%80%9Cget-it-done%E2%80%9D-this-year-and-two-that-did------------/110720/
Netflix – received considerable media attention this year as it demonstrated its ability to successfully execute its strategy to provide video over the Internet. The company began streaming movies to TV-connected devices such as the Nintendo Wii, Microsoft Xbox 360, and a new Blu-ray Disc player, and the strategy is already showing signs of paying off.Company formed in 1997Incredible readiness for ChangeBarnes & Noble– developed the NOOK and has devoted significant space in its retail stores to display and promote it, and it has a broad online library. More than two million titles.Ability to manage ChangeWill they make the leap as Netflix did (new delivery method)Or will they end up like BlockbusterThe “BRIDGE” that held for these two Gap Closers: The Ability to Manage Change
