David will highlight some of thetechniques which can helpprioritise a portfolio and willillustrate how these can beused to maintain a balancedportfolio through to delivery.Professional Services Director, CPSDavid.Dunning@CPS.co.uk07767 803540http://uk.linkedin.com/in/davidjdunning
Prioritisation• Context – what, when…?Options• Decision conferencing, pairwise, scoring,driver basedTool DrivenProcess• Driver definition, driver prioritisation, projectscoringOptimisation• How do we do that with ‘constraints’To Cover
Prioritisation – what, when…• MoP™ - Understand, Categorise, Prioritise, Balance, Plan• Prioritise within categories / across categories / prioritise thecategories 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 periodicallyPRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countriesMSP® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countriesP3O® is a Registered Trade Mark of the Office of Government CommerceMoP® is a Registered Trade Mark of the Office of Government Commerce
Decision Conferencing• Who?• Prepare Options – trusted advisors apply here…• Shut them in a room and let them thrash it out?CEOCFOCIOCxODebate!Proposal1Proposal2Proposal3Proposal4
Simple ScoringProjectTechnologyRisk Compexity Risk Benefits RiskDeliveryRisk Risk TotalProduction Site Health andSafety Upgrade 3 3 3 1 10New Ice Lolly Development 2 3 2 2 9HR Process Review 1 3 1 1 6Employee Satisfaction Review 1 1 2 3 7ProjectServiceDelivery ComplianceRevenueGrowthOperationalrisktreatmentProductivityInvestmentTotalProduction Site Health andSafety Upgrade 3 3 1 3 30New Ice Lolly Development 3 1 2 0 24HR Process Review 3 0 15Employee Satisfaction Review 1 0 15Project Payback <1y ROI +ve?EffortAssessmentOVERALLSCOREProduction Site Health andSafety Upgrade 1 1 1 43New Ice Lolly Development 1 1 1 36HR Process Review 1 2 24Employee Satisfaction Review 1 3 26
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 – shouldthe environment change, we can just rebalance thedrivers and re-prioritise easily!
Driver Prioritisation• Pile the chips / Pairwise the Drivers?
Strategy / Business Drivers– Derive strategic priorities– Develop executive consensus on strategic prioritiesReduce Expense BaseImprove EmployeeSatisfactionImprove Product QualityStandardise andStreamline ProcessesIncrease Market Share inExisting MarketsImprove CustomerSatisfactionExpand into New MarketSegments
Example Scenario…Assuming we have gone through the workflow…
David.Dunning@cps.co.uk 07767 803540 Find me on LinkedIn
Professional Services Director, CPS• Over 15 years experience inimplementing portfolio, programmeand project management ecosystems.• Member of the Institute of BusinessConsulting, APM Portfolio SIG and aCertified Management Consultant.• Real world P3M experience acrossmultiple industries.David.Dunning@CPS.co.uk07767 803540http://uk.linkedin.com/in/davidjdunningPresented by David Dunning