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Prioritisation APM SIG April 2013 (David Dunning)

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Techniques to help prioritise a portfolio

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Prioritisation APM SIG April 2013 (David Dunning)

  1. 1. 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
  2. 2. 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
  3. 3. 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
  4. 4. Decision Conferencing• Who?• Prepare Options – trusted advisors apply here…• Shut them in a room and let them thrash it out?CEOCFOCIOCxODebate!Proposal1Proposal2Proposal3Proposal4
  5. 5. Pairwise – score based oncomparison
  6. 6. 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
  7. 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 – shouldthe environment change, we can just rebalance thedrivers and re-prioritise easily!
  8. 8. Driver Prioritisation• Pile the chips / Pairwise the Drivers?
  9. 9. 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
  10. 10. Example Strategic AlignmentProcess
  11. 11. THEN - Optimisation PossibleOptimisedUnalignedWhich Projectis This?Put the cashhere?
  12. 12. EPM Systems
  13. 13. Workflow / Gates
  14. 14. Example Scenario…Assuming we have gone through the workflow…
  15. 15. David.Dunning@cps.co.uk 07767 803540 Find me on LinkedIn
  16. 16. 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
  17. 17. EPM Systems
  18. 18. EPM Systems
  19. 19. EPM Systems

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