Techniques to help prioritise a portfolio

1. David will highlight some of the
techniques which can help
prioritise a portfolio and will
illustrate how these can be
used to maintain a balanced
portfolio through to delivery.
Professional Services Director, CPS
David.Dunning@CPS.co.uk
07767 803540
http://uk.linkedin.com/in/davidjdunning

2. Prioritisation
• Context – what, when…?
Options
• Decision conferencing, pairwise, scoring,
driver based
Tool Driven
Process
• Driver definition, driver prioritisation, project
scoring
Optimisation
• How do we do that with ‘constraints’
To Cover

3. Prioritisation – what, when…
• MoP™ - Understand, Categorise, Prioritise, Balance, Plan
• Prioritise within categories / across categories / prioritise the
categories themselves?
• Am I given priority, and what use is that?
• Programmes, Projects, Work Packages, Work-streams (BAU)
• New work / existing work
• Staged release of funding – re-prioritise periodically
PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries
MSP® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries
P3O® is a Registered Trade Mark of the Office of Government Commerce
MoP® is a Registered Trade Mark of the Office of Government Commerce

4. Decision Conferencing
• Who?
• Prepare Options – trusted advisors apply here…
• Shut them in a room and let them thrash it out?
CEO
CFO
CIO
CxO
Debate!
Proposal
1
Proposal
2
Proposal
3
Proposal
4

5. Pairwise – score based on
comparison

6. Simple Scoring
Project
Technology
Risk Compexity Risk Benefits Risk
Delivery
Risk Risk Total
Production Site Health and
Safety Upgrade 3 3 3 1 10
New Ice Lolly Development 2 3 2 2 9
HR Process Review 1 3 1 1 6
Employee Satisfaction Review 1 1 2 3 7
Project
Service
Delivery Compliance
Revenue
Growth
Operational
risk
treatment
Productiv
ity
Investment
Total
Production Site Health and
Safety Upgrade 3 3 1 3 30
New Ice Lolly Development 3 1 2 0 24
HR Process Review 3 0 15
Employee Satisfaction Review 1 0 15
Project Payback <1y ROI +ve?
Effort
Assessment
OVERALL
SCORE
Production Site Health and
Safety Upgrade 1 1 1 43
New Ice Lolly Development 1 1 1 36
HR Process Review 1 2 24
Employee Satisfaction Review 1 3 26

7. Problems with simple stuff
• Too much to process?
• Flexibility of the model if priorities change?
• Focus on strategy?
• How about prioritise ‘drivers’
– if we score the projects against the drivers – should
the environment change, we can just rebalance the
drivers and re-prioritise easily!

8. Driver Prioritisation
• Pile the chips / Pairwise the Drivers?

9. Strategy / Business Drivers
– Derive strategic priorities
– Develop executive consensus on strategic priorities
Reduce Expense Base
Improve Employee
Satisfaction
Improve Product Quality
Standardise and
Streamline Processes
Increase Market Share in
Existing Markets
Improve Customer
Satisfaction
Expand into New Market
Segments

10. Example Strategic Alignment
Process

11. THEN - Optimisation Possible
Optimised
Unaligned
Which Project
is This?
Put the cash
here?

12. EPM Systems

13. Workflow / Gates

14. Example Scenario…
Assuming we have gone through the workflow…

15. David.Dunning@cps.co.uk 07767 803540 Find me on LinkedIn

16. Professional Services Director, CPS
• Over 15 years experience in
implementing portfolio, programme
and project management ecosystems.
• Member of the Institute of Business
Consulting, APM Portfolio SIG and a
Certified Management Consultant.
• Real world P3M experience across
multiple industries.
David.Dunning@CPS.co.uk
07767 803540
http://uk.linkedin.com/in/davidjdunning
Presented by David Dunning

17. EPM Systems

18. EPM Systems

19. EPM Systems