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Project Portfolio Management 2015

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Project Portfolio Management (PPM) is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics.

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Project Portfolio Management 2015

  1. 1. 2 PPM = Project Portfolio Management PROCESS Geneva, 2015. Peter D. Schellinck
  2. 2. 3 What to DO?  Not to loose more time. BECAUSE: commitment , inertia and motivation will disappear; business goals are fading; activity units are building walls;  Organize a symposium for the staff concerned with as objective the introduction of how PPM works and the ALIGNMENT & BUY IN of the implementation plan;  Involve one dedicated & qualified PM and the communication department , full time, preferably with no department history;  PM must be empowered and immediately comply to & apply the new way of working and report to the executive manager directly;  Elevate the project to a higher plan as it crosses trough the entire fabric of the organisation ( HR, Quality, Strategy & Dev., PR, Management Board);  Provide for an 18 month process and outside consulting support should be applied initially full time and eventually part time to obtain sustainable results;  Allow for the Steering Committee to prove dedication, vision and credibility.
  3. 3. 4 Five major actions required to succeed 1. COMMITMENT: embrace a long-term commitment and make sure the development portfolio contains a balance of short, longer-term and platform projects. 2. STRATEGY: develop a vision, objectives, and strategy for project and new product effort i.e. goals, defined and prioritised strategic arenas and deployment of resources. (communication and roll out with Management Board) 3. IMPLEMENT A GO/NO GO PROCESS: install a systematic, high quality new process and practice discipline, following the principles of the project portfolio management system. (involve Quality Dept.) 4. COMMIT THE RESOURCES: take a direct role in resource deployment and allocation, via actions at go/no go gates and portfolio reviews. (co-operation with HR) 5. FOSTER INNOVATION IN THE ORGANISATION: create a positive climate for project and service development. Empower project teams, and support committed champions. (define & align business goals with business units)
  4. 4. 5 Project Portfolio Management Process Strive to achieve tree main goals: 1. Maximise the value of the portfolio 2. Achieve the right balance of projects, and 3. Ensure that projects are on-strategy and that spending break-downs mirror the company's strategy. Portfolio management is important:  to maximise customer satisfaction and financial return  to enhance the competitive and competent position of the company  to properly allocate scarce resources  to forge the link between project selection and the company's strategy
  5. 5. 6 Knowledge, complexity & change process Simple changes, Changes requiring more Changes requiring Co-ordinated change of can be implemented thinking and preparation extensive training several systems / from the top or the co-operation of a and co-operation practices required, with few people from many people long-term follow-through Individual project budgets, reporting, and staffing Project funding systems Organisation structure Incentives Project management systems Communications systems Personnel overall management systems Project structures Decision-making methods Laboratory management Idea generation methods Culture Local changes in Strategy and goals communication systems 1 month 3 months 9 months 2 years
  6. 6. 7 Knowledge, complexity & change process Simple changes, More complex changes Very complex changes Easiest to change Moderately hard to change Hardest to change LOW RISK MODERATE RISK HIGH RISK Set up a project Modify project budget Change project personnel Change project reporting relationships Project funding systems Organisation structure Project management methods Communications systems overall Project structures Incentives Methods of generating ideas Personnel management Local changes in Decision-making methods communication systems 3 months 9 months 2 years
  7. 7. o Securing Revenue and/or funding o Time to target o Resource management o Business strategy driven o Customer focused and transparent o Reporting/tracking/follow up o Budget Balanced o Objective C U S T O M E R N E E D S & C A R E Recepti on Diagno stics Treatm ent Care & Cure Services RealisationRealisation processprocess Management of means Measuring & corrections Top Mgt responsibilities Continuous improvements Quality system C O M P A N Y R E S U L T S C U S T O M E R S a t I s f a c t I o n Model & 8 principles C O M P A N Y G O A L S
  8. 8. Thank you for your attention Peter D. Schellinck www.schellter.eu
  9. 9. Thank you for your attention Peter D. Schellinck www.schellter.eu

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