Business and IT alignment through effective Project & Program Portfolio Management


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Business and IT alignment through effective Project & Program Portfolio Management presentation at Innovate 2011 in Sydney and Melbourne, Australia.

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  • Automate manual activities… Achieve this via workflows Information is in one place Generate reports
  • By centralising project portfolio information in Telelogic FOCAL POINT you can escape from the chaos of coping with multiple different formats and media, by enabling business units to submit project requests, and project managers to submit project status information, through a simple, configurable web form. Data can also be imported from spreadsheets and automatically parsed from emails to the FOCAL POINT server. Using FOCAL POINT role-based views and filters you can easily organise information and produce overviews that enable you to quickly interrogate the database to provide up to date information on the status of new project requests and in-flight projects.
  • [While animation building] You probably have tens or hundred’s of feature requests from which to select the requirements to implement. On what criteria do you make those decisions? Organisations are usually looking to select those requirements that deliver the maximum value to their customers and the business in relation to the time and resources to implement them. But this isn't simple – there are also many influencing factors like competition, market research, requests from existing customers you want to keep happy and technology advances that you think you should take advantage of. With all these factors to consider its hard to see the ‘forest through the trees’ and select the right requirements. But what if you had a way to more easily select requirements according to customer or market value and visualise the results in a way that makes the best requirements stand out. What if you could easily see which requirements delivered the most value … (CLICK TO ANIMATE) in relation to the time and resources estimated to implement them. This simple visualisation would enable you to select the right things out of all the things you could do and on the basis that you will maximise value to your customers and to your organisation. And rather than, as is often the case, having a decision making process based on the customer or salesperson who is shouting loudest at the product manager, you have a more effective and structured basis on which decisions are made, and even if it doesn’t remove the shouting – at least you have a way to justify why the decision were made.
  • This is the basis for the decision-support. Unless you provide the prioritisations, Focal Point can’t help you make decisions. But the procedure is extremely straight-forward and simple to use. And it’s based exactly on what we humans are good at, relieveing us of all the things that we may not be so well equipped for. [click] First of all, we compare two alternatives at a time. That we can handle. In case we need detailed information about the alternatives, it’s all there for us. [click] We also stick to one criterion at the time, so we don’t mix up cost, risk, value for X and value for Y. We break these wicked problems down to a level where we can handle them. At any time you can of course select another criterion if you want to. [click] Focal Point employs relative comparisons. Unless there are actual figuers involved, we don’t want to introduce any false sense of precision. Besides, it’s usually a lot easier to get a consensus around where to put a dot on a scale without figures – otherwise you may end up in discussions like ”Does 4 really mean twice as valuable as 2?” (Cf. Is 90 degrees twice as hot as 45?) A lot of scales arent suitable for this type of task. [click] The number of comparisons is kept to an absolute minimum by a scientifically validated (published) algorithm.
  • With Telelogic FOCAL POINT you get real-time portfolio status overviews – you don’t need to create reports, you just simply go to the FOCAL POINT view that provides the information you want – its always up-to-date with the latest information in the repository. Automatically generated statistics enable you to see, for example, what % of the budget is being allocated to which types of project. Updated views can show you how your projects are performing against estimates and automatic email notifications can be sent to management if, for example, the actual cost of a project exceeds the estimated cost. Gannt charts provide an easy to interpret overview of projects and milestones and enable the PMO to monitor, and if required, level out peaks and troughs in resource utilisation. Each user role can have its own dashboard as the first view seen when logging in. For example a project manager might only see information pertaining to the projects they own, but a PMO director would see higher level information about the complete portfolio. Having an up to date view of what’s going on drastically reduces time spent on reporting and means that the PMO can be much more pro-active in taking action when projects are going off track.
  • Business and IT alignment through effective Project & Program Portfolio Management

    1. 1. ® 19- July, Sydney, Australia 21- July, Melbourne, Australia
    2. 2. Business and IT alignment through effective Project & Program Portfolio Management John MacLeod Alan Kan
    3. 3. Benefits we will see today <ul><li>Centralised project status repository </li></ul><ul><li>Provide visibility to business priorities , business value of scope/requirements, business value and performance of projects </li></ul><ul><li>Automate the workflow of projects through the pipeline </li></ul><ul><li>Automate the pipeline prioritisation process and focus on high-value projects </li></ul><ul><li>Enable business leaders to understand value of project scope and impacts on other projects when planning project pipeline/roadmap </li></ul><ul><li>Provide support to re-evaluate project priorities in the light of a changed business environment </li></ul><ul><li>Reduce time to market </li></ul><ul><li>Identify requirements that need resources but don’t generate any customer or market value </li></ul><ul><li>Provides a mechanism to capture requirements </li></ul><ul><li>much earlier in the process </li></ul>
    4. 4. What is the Rational Solution? <ul><li>Unique, web based visual data management that automates, improves and supports: </li></ul><ul><ul><li>Product Management </li></ul></ul><ul><ul><li>Product Portfolio Management </li></ul></ul><ul><ul><li>IT Project Portfolio Management </li></ul></ul><ul><li>A collaboration platform where all users see the “single truth” and the business has clear visibility of the “road ahead”. </li></ul><ul><li>Provides built-in decision and business scenario analysis support. </li></ul><ul><li>Is adapted to your process, methods and workflow – not the other way around. </li></ul><ul><li>User friendly,100% web-based platform design to be used by business people </li></ul>
    5. 5. Value-Driven Development Business Feasibility Business Planning Ideas Launch Gate Develop Launch Market Opportunity Technical Feasibility Market Planning Technical Planning Idea Gate Business Gate Market Gate Business and Technology Risk Resources and costs
    6. 6. A Process for Project Portfolio Management Project Proposal Assessment Business Case Prioritise Execute in RTC, Dashboard in FP Value realisation Backlog Ex: Reqs Relevant project proposal Reject or rejustify Proposal aligned with business, strategy and enterprise architecture Financial OK Include in portfolio Capacity exisits? Project backlog Periodic reviews Proposal elicit from business / enterprise architecture / other sourses
    7. 7. Repository for Project Portfolio information <ul><li>Escape chaos of spreadsheets, documents and emails </li></ul><ul><li>Standardise submission of new project requests </li></ul><ul><li>Easily answer questions like: </li></ul><ul><ul><li>what projects are running? </li></ul></ul><ul><ul><li>what new projects are being requested? </li></ul></ul><ul><ul><li>who is asking for them and why? </li></ul></ul>
    8. 8. Dashboards - Focal Point – Executive Overview
    9. 9. See it in action
    10. 10. Value-Based Selection Product Management Rational Focal Point R1 R4 R6 R10 R9 R15 R16 R2 R3 R5 R8 R7 R11 R14 R17 R20 R27 R21 R23 R13 R18 R30 R200 R12 R19 R22 R100 R25 R31 R28 R26 R49 R29 R48 R34 R39 R129 R.. “ Management is doing things right, leadership is doing the right things” Peter Drucker $ $ $ $ $ $ $ -$ R24 -$ -$ -$ $$ $$ $$ $$
    11. 11. How do you make decisions today? <ul><li>There are basically 2 approaches to decision making: </li></ul><ul><li>ad-hoc, informal, intuitive reactions to immediate or relatively short term conditions – or, </li></ul><ul><li>calculated, formal decisions based on on critical business issues such as market size, competitive landscape, time to market and customer value. </li></ul>What separates tomorrow’s winners from losers is a superior decision-making capability that lets them navigate swiftly through features, release time, and resources to deliver surpassing customer value.
    12. 12. We humans have limitations when it comes to decision-making <ul><li>Humans are good at comparing two alternatives according to one criterion </li></ul><ul><ul><li>Which one is cheapest? The apple or the orange? </li></ul></ul><ul><ul><li>Which one is more nutritious? </li></ul></ul><ul><ul><li>Which one is simpler to peel? </li></ul></ul><ul><ul><li>Which one goes best with icecream? </li></ul></ul><ul><li>But we have trouble dealing with all criteria at the same time </li></ul><ul><ul><li>Which one is best? Apple or orange? </li></ul></ul><ul><li>And when we have more than two alternatives it gets worse </li></ul><ul><ul><li>Rank: Apple, banana, orange, carrot, pear, pine… </li></ul></ul><ul><li>Not to mention if they have dependencies </li></ul><ul><ul><li>You can only get an apple if you have eaten your potatoes. </li></ul></ul><ul><ul><li>You can have a carrot even if you didn’t eat your potatoes . </li></ul></ul><ul><li>Or if there is more than one opinion </li></ul><ul><ul><li>We’ll only serve one of the fruits/vegetables to all of you. </li></ul></ul>
    13. 13. The basis: pairwise comparison Compare two alternatives at a time Relative comparison Advanced algorithm to minimise # of comparisons One criterion at a time
    14. 14. Example of evaluation criteria
    15. 15. See it in action
    16. 16. View the Results What if… … we don’t do…? … priorities change…?
    17. 17. See it in action
    18. 18. Financial Risk Assessment Statistically analyses investments to ensure financial due diligence
    19. 19. Monitor & Review Portfolio <ul><li>Produce real-time portfolio status overviews </li></ul><ul><ul><li>Reduces need for reporting </li></ul></ul><ul><li>Reprioritise or cancel failing projects sooner to reduce waste </li></ul><ul><li>Maximize the business value of the portfolio in relation to IT costs </li></ul>
    20. 20. See it in action
    21. 21. All The Pieces Are Critical Portfolio Project A Project B Project C Portfolio: based on business strategy and market opportunity, align investment with strategy Project: optimise capabilities to maximize impact Requirements: manage and prioritise scope to support capabilities Program: manage cross project initiatives and programs
    22. 22. Rational Team Concert integration <ul><li>Use Focal Point to define release content and Rational Team Concert to support development </li></ul><ul><ul><li>Create work items in RTC from Focal Point </li></ul></ul><ul><ul><li>Link to existing work items in RTC from Focal Point </li></ul></ul><ul><ul><li>Use Rich Hover links to explore RTC data directly in Focal Point </li></ul></ul><ul><ul><li>Rollup and display RTC data in Focal Point attributes (Integer, Float, Text) </li></ul></ul>
    23. 23. Project & Program Portfolio Management