Project portfolio delivery performance:
What really makes a difference
Initial findings from PA’s survey into
the drivers ...
A bit about us…


                                                Jon Hughes
                                             ...
Seize the crisis – PA’s Cost Reduction webinar series

                                                             PA’s w...
Improving overall delivery is a key imperative for project-based
   organizations

                            Pressure to...
The aims of our survey were to answer a number of questions

        Key questions:                                       ...
The first dimension – maturity – is a key driver of delivery effectiveness – with
        caveats

        A range of prac...
The second dimension – delivery effectiveness – is measured across a range of
        outcomes
              Portfolio out...
All the practices influence effectiveness – but not all have an equal impact
           Outcomes                          ...
Organizations in each performance quartile exhibited stark differences
                                  1st quartile

   ...
Resource and financial management are key differentiators
                                                                ...
Organizational complexity and culture play parts in improving performance
                     ¾ of hybrid                ...
The findings suggest a layering in how organizations apply the practices


                Overall maturity
              ...
Rapid improvements are possible – with efforts focused on specific
        improvement objectives
                     Ove...
Improving effectiveness requires a clear idea of where you currently stand

         PA’s survey remains open and can be a...
In summary, our key findings are

        1. Maturity is a key driver of delivery effectiveness – with caveats
        2. ...
What’s next?

        We will:                                                      We would like you to:
        • Send y...
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01020 6 Ppde Webinar Slides

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Webinar reporting findings of PPDE research.

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01020 6 Ppde Webinar Slides

  1. 1. Project portfolio delivery performance: What really makes a difference Initial findings from PA’s survey into the drivers of delivery effectiveness Jon Hughes, Tim Pare June 10, 2009
  2. 2. A bit about us… Jon Hughes Jon is head of PA’s Business Transformation Group in North America and is a Member of PA’s Management Group. He specializes in helping clients deliver transformational change, and draws on a background in industry and consulting spanning over 20 years. Tim Pare Tim is one of PA’s leading program and change managers with over 20 years’ experience in successfully shaping and delivering large and complex initiatives. Tim leads the survey team and its deployment across PA’s geographies. © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 2
  3. 3. Seize the crisis – PA’s Cost Reduction webinar series PA’s webinar series: • Business process simulation: Forecasting the benefits of process change • Improving portfolio delivery effectiveness in a downturn: What really makes a difference • Business processes under the microscope • Surviving a downturn through effective restructuring • Getting real value from your support functions “Surviving and thriving in the economic crisis” A handbook for corporate leaders We are now living through a major economic crisis, brought on by one of the most serious financial downturns in history. This book is about how to respond. © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 3
  4. 4. Improving overall delivery is a key imperative for project-based organizations Pressure to deliver Conventional improvement approaches projects continues to grow may have reached their limits In organizations that deliver projects, there is Conventional approaches to improvement have perpetual pressure to do it better. tended to include: This might be because customers want: • Intensive support for a few high profile projects/programs • Improved reliability: ensuring you can deliver on promises every time • Investment in training or recruiting project managers • Results faster: and therefore cheaper • Establishing PMOs • New technology: driving rapid ‘ideation’ to product launch and shorter lifecycles • Redesigning or buying new processes and systems to standardize the approach. Or maybe you need: These changes will deliver benefit to specific • More capacity: to deliver more without programs but are often not sustained or do not increasing cost deliver performance improvement across the organization. • To focus effort on the ‘right things’: aligning better with strategy • Increased profit: by doing things more cost effectively • Greater market share often generated from breakout innovation © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 4
  5. 5. The aims of our survey were to answer a number of questions Key questions: The survey covered two key dimensions… 1. Is there a simple model to define Practice Maturity: current state and required a measure of the quality of practices developments to become a high organizations operate performer? And 2. What are the critical elements in this model that differentiate the Great from Delivery Effectiveness : the Bad (or the Good from the Not So a measure of the quality of outcomes Good)? organizations experience as a result 3. What is the optimum organizational model to deliver the most effective outcomes? 4. Where should an organization focus efforts to become a high performer based upon its starting position? © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 5
  6. 6. The first dimension – maturity – is a key driver of delivery effectiveness – with caveats A range of practices can contribute to, or impede, overall delivery performance: • Design Authority practices • Governance practices • Portfolio management practices • Project management practices • Workforce management practices • Resource management practices • Financial management practices Becoming more mature in these practices will, in general, improve effectiveness. Organizational complexity and culture also play a part. © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 6
  7. 7. The second dimension – delivery effectiveness – is measured across a range of outcomes Portfolio outcomes Portfolio balance The overall portfolio is optimized to maximize value and achieve a good strategic fit. 90% of projects meet strategic project criteria; aggregate value meets/exceeds targets. Portfolio Highly transparent, dynamic tracking facilitates realignment of portfolio according to current needs, constraints. Actual adaptability value delivered meets/exceeds targets Accountability Accountability is well understood. Achievement of respective portfolio, resource and project delivery targets drives behaviors across the organization. Resourcing outcomes Supply capacity The organization's capability profile (staff skills, numbers) is the desired shape, with sourcing used to augment capacity. 95% achievement of FTE targets for project vs business as usual activities. Demand estimating The quality of business cases is high. Project and business-as-usual demand estimates, and subsequent re-forecasts, are realistic, enabling variances and changes to be incorporated without excessive disruption. 95% of projects completed on budget. Allocation The ‘right’ resources are allocated to projects based on priority, availability, skills & experience and development potential. 95% of committed FTE resources delivered to projects. Utilization Resource management goals are measured to show progress against a balanced scorecard (e.g. utilization, recruitment and sourcing targets). 85% utilization achieved for key project resources. Project outcomes Delivery reliability Work is initiated in waves, focused on delivering quickly and regularly, with visible results through the year. 95% of projects completed to budget, on time and scope. Stakeholder Stakeholder feedback is routinely obtained. 90% of stakeholders give a satisfaction rating of at least 8/10. satisfaction Process Iterative/concurrent development, multi-disciplinary collaboration and streamlined decision-making optimize delivery. effectiveness 20% annual reduction of projects failing to meet their objectives (cost, time & scope). © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 7
  8. 8. All the practices influence effectiveness – but not all have an equal impact Outcomes Practices Portfolio Project Workforce Resource Financial Design authority Governance management management management management management Portfolio balance Portfolio adaptability Accountability Supply capacity Demand estimating Allocation Utilization Delivery reliability Stakeholder satisfaction Process effectiveness Overall effectiveness Significant Significant 2x impact of 3x impact of at 5% at 1% other domains other domains © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 8
  9. 9. Organizations in each performance quartile exhibited stark differences 1st quartile 2nd quartile 1. The best performers did everything 3rd quartile appreciably better – indicating a focus 4th quartile on getting their organizations to work as a system 2. The essential differences between 2nd & 3rd quartile firms were in workforce, resource and financial management – the practices concerned with adequate staffing and funding of the portfolio Maturity 3. The most significant differences between 3rd and 4th quartile firms were in governance, portfolio and project management – indicating a focus on conventional areas of improvement 4. The least effective – 4th quartile – Design authority Governance practices Portfolio management Project management Workforce management Resource management Financial management firms did most things poorly (although process practices practices practices practices practices the Design Authority domain was a Practice domains relative strength) © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 9
  10. 10. Resource and financial management are key differentiators Performance quartiles 3.0 Quartile 1 (highest) Quartile 2 Quartile 3 Quartile 4 (lowest) 2.0 Resource management score 1.0 0.0 -1.0 -2.0 -3.0 -3.0 -2.0 -1.0 0.0 1.0 2.0 3.0 Financial management score © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 10
  11. 11. Organizational complexity and culture play parts in improving performance ¾ of hybrid ⅔ of decentralized organizations were organizations were in Quartiles 1 & 2 in Quartiles 2 & 3 ¾ of centralized organizations were in Quartiles 3 & 4 © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 11
  12. 12. The findings suggest a layering in how organizations apply the practices Overall maturity • Consistency is key – deficits in the underlying practice domains impede overall effectiveness, but not in equal measure All practices Differentiating practices: • Ensures projects are adequately staffed and funded to deliver • The domains that appear to be under-managed by over half Financial Resource of the respondents Management Management • Dependent on underlying domains and require significant practices practices additional effort and focus Integrating practices: • With the fundamental building blocks in place, these add demonstrable additional value – up to a point Design Portfolio Workforce • These domains are where organizations have Authority Governance Management Management traditionally focused efforts at improving practices practices practices practices overall delivery Foundational practices: Project Management practices • The fundamental building blocks of delivery • Key source of data to enable other domains © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 12
  13. 13. Rapid improvements are possible – with efforts focused on specific improvement objectives Overall delivery effectiveness Continuously improve Increase effectiveness Improve reliability Gain control Time © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 13
  14. 14. Improving effectiveness requires a clear idea of where you currently stand PA’s survey remains open and can be accessed at: www.portfoliodiagnostic.com. How do you compare What is driving your Where should you focus improvements ? to your peers? performance ? Maturity vs Effectivene ss 80% Average - Cordis ACME 90th percentile 75th percentile 25th percentile 10th percentile 100% Outcomes Q1 Q2 Q3 Q4 70% Portfolio balance – defining what you want to achieve ACME 60% Portfolio adaptability – tracking and adapting the portfolio to current needs 50% Accountability – taking ownership of delivery 40% Supply capacity – understanding what resources you have Maturity 30% Demand estimating – understanding what you need 50% 20% Allocation – matching demand and supply 10% Utilization – understanding what you use Process – achieving efficiency/effectiveness in delivery 0% Design Authority Governance Portfolio Project Management Workforce Resource Financial Delivery reliability – how well you deliver on your promises practices practices Management practices Management Management Management practices practices practices practices Stakeholder satisfaction – how well your delivery is 0% perceived 0% 50% 100% Overall outcomes – how effective is your overall delivery Effectivenes s © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 14
  15. 15. In summary, our key findings are 1. Maturity is a key driver of delivery effectiveness – with caveats 2. All the practices influence effectiveness – but not all are equal 3. Lower quartile performers appear to have focused on a subset of practices – the conventional areas 4. Resource and financial management are key differentiators 5. Non-centralized planning and delivery models appear to deliver better results 6. Focus on what you need to do to improve outcomes. © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 15
  16. 16. What’s next? We will: We would like you to: • Send you a copy of these slides • Invite colleagues and contacts • Follow up with the interim report to complete the survey at the end of June • Identify anyone else who may • Issue the next report and webinar Q3 09. want to attend another webinar • Send you a copy of our Surviving and • Provide any feedback to Thriving publication – E-mail: jon.hughes@paconsulting.com tim.pare@paconsulting.com Jon Hughes Tim Pare 4601 N Fairfax Drive 4601 N Fairfax Drive Suite 600 Suite 600 Arlington, VA 22203 Arlington, VA 22203 Tel: +1 571 227 9800 Tel: +1 571 227 9273 Mobile: +1 202 459 8970 Mobile: +1 571 215 1332 E-mail: jon.hughes@paconsulting.com E-mail: tim.pare@paconsulting.com © PA Knowledge Limited 2009. 01020-6 PPDE webinar slides Page 16

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