Ben Chamberlain, UMT360 gave this presentation at Microsoft and UMT event Project Portfolio Management Exchange at Microsoft San Francisco office on January 14, 2014.
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...UMT
A vast majority of U.S multinational firms – 93% in fact, according to a recent survey – are at some stage
of undergoing or preparing for business transformation initiatives. This is being driven by an unprecedented
confluence of changes in customer behavior, disruptive technology and domestic competition, among other
key triggers. It’s constantly “transform or wither” in today’s volatile global business, and
agility is the executive imperative of the day, albeit an elusive one. An organization’s long term success or failure
depends on its capacity to consistently identify opportunities and risks and renew itself faster than rivals do.
Business leaders need to be more efficient and effective at updating and implementing strategies than ever
before. If wielded correctly, an important weapon in their agility war chest is a new style of enterprise program
management office (PMO) that is more comprehensive than in the past.
Portfolio Agility– From Elusive Imperative to Practical Reality: Seven Dimens...UMT
More efficient and effective setting and implementing of strategy can be potentially achieved by leveraging a new style of PMO that is more comprehensive than in the past.
Agility is the elusive executive imperative of the day; long term success or failure depends on an organization’s skill at identifying and capturing opportunities faster than rivals do in this volatile and global business environment.
Bridging the gap between strategy and execution and facilitating better decisions and their deployment requires a non-ad-hoc, comprehensive roadmap to laying an enterprise-wide web of information sharing and structural change that is adopted at all levels of the company.
Enterprise Project and Portfolio Management: Managing the RevolutionUMT
This document discusses strategies for successfully implementing enterprise project and portfolio management (EPPM) frameworks in large, global organizations. It identifies common challenges such as scale, incomplete solutions, political governance issues, and lack of standardized metrics. The document recommends 12 principles for EPPM implementation, including securing senior management sponsorship, identifying clear objectives, employing a phased approach, leveraging pilots, implementing change management, including financial analysis, consolidating systems, and conducting ongoing analysis. Case studies and examples are provided for each principle to illustrate proven strategies. The overall goal is to provide guidance for organizations navigating the complexities of implementing comprehensive EPPM on an enterprise-wide scale.
Closing Complexity and Integration GapsDean Sorensen
This document discusses how integrating financial planning and analysis (FP&A) and treasury processes can increase profits by 5% of sales by reducing complexity gaps. It identifies four key capabilities needed for fully integrated business planning and performance management: 1) integrated scenarios to evaluate financial and operational impacts, 2) cross-functional governance through process ownership, 3) connecting outcomes and tradeoffs, and 4) concurrent instead of sequential processes. Legacy software tools create complexity gaps by lacking these capabilities, but newer technologies can achieve full integration through a single planning process across functions.
The Seven Habits of Highly Effective Portfolio Management ImplementationsUMT
Originally published in 2003, this white paper on portfolio management has stood the test of time and is still relevant in all 7 best practice areas. Although the 7 best practices remain the same, the field of portfolio management has evolved substantially. To follow are some key questions that have been answered in the last few years:
Where should I start: Process or Tools?
For IT portfolios, what is more important: APM or PPM?
Which is the right level to start: Project or Portfolio?
Has portfolio management become more widely accepted as a practice in the last three years?
Are there financial benefits to implementing portfolio management?
The document discusses challenges with realizing the envisioned outcomes of mergers and acquisitions (M&A). It states that two-thirds of M&As fail to achieve their planned integration timelines and costs. The complexity of integrating two companies' strategies, business processes, and IT systems makes post-M&A integration difficult. Additionally, constant changes in the business environment require dynamic reprioritization for success. The document advocates for a strategic program management approach for post-M&A integration that focuses on realizing the original synergies of the M&A business case and is adaptable to changing conditions, rather than a traditional project management approach only focused on milestones and timelines. It provides an example of how strategic program management
More Information:
https://flevy.com/browse/flevypro/business-transformation-success-factors-5561
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course.
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are:
1. Cost Management
2. Revenue Growth
3. Long-term Strategy and R&D Investment
4. New, External Leadership
5. Holistic Transformation Programs
Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation.
The slide deck also includes some slide templates for you to use in your own business presentations.
The document discusses how project portfolio management (PPM) can help organizations better manage their process improvement and process excellence (PI/PEX) initiatives. PPM can help close the strategy-execution gap by aligning initiatives with business strategies and goals. It allows organizations to plan initiatives, track resources, measure outcomes, and ensure initiatives deliver expected benefits. The document provides an example of a large bank that improved its PI efforts and achieved millions in benefits by adopting a PPM system to manage its growing number of improvement projects.
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...UMT
A vast majority of U.S multinational firms – 93% in fact, according to a recent survey – are at some stage
of undergoing or preparing for business transformation initiatives. This is being driven by an unprecedented
confluence of changes in customer behavior, disruptive technology and domestic competition, among other
key triggers. It’s constantly “transform or wither” in today’s volatile global business, and
agility is the executive imperative of the day, albeit an elusive one. An organization’s long term success or failure
depends on its capacity to consistently identify opportunities and risks and renew itself faster than rivals do.
Business leaders need to be more efficient and effective at updating and implementing strategies than ever
before. If wielded correctly, an important weapon in their agility war chest is a new style of enterprise program
management office (PMO) that is more comprehensive than in the past.
Portfolio Agility– From Elusive Imperative to Practical Reality: Seven Dimens...UMT
More efficient and effective setting and implementing of strategy can be potentially achieved by leveraging a new style of PMO that is more comprehensive than in the past.
Agility is the elusive executive imperative of the day; long term success or failure depends on an organization’s skill at identifying and capturing opportunities faster than rivals do in this volatile and global business environment.
Bridging the gap between strategy and execution and facilitating better decisions and their deployment requires a non-ad-hoc, comprehensive roadmap to laying an enterprise-wide web of information sharing and structural change that is adopted at all levels of the company.
Enterprise Project and Portfolio Management: Managing the RevolutionUMT
This document discusses strategies for successfully implementing enterprise project and portfolio management (EPPM) frameworks in large, global organizations. It identifies common challenges such as scale, incomplete solutions, political governance issues, and lack of standardized metrics. The document recommends 12 principles for EPPM implementation, including securing senior management sponsorship, identifying clear objectives, employing a phased approach, leveraging pilots, implementing change management, including financial analysis, consolidating systems, and conducting ongoing analysis. Case studies and examples are provided for each principle to illustrate proven strategies. The overall goal is to provide guidance for organizations navigating the complexities of implementing comprehensive EPPM on an enterprise-wide scale.
Closing Complexity and Integration GapsDean Sorensen
This document discusses how integrating financial planning and analysis (FP&A) and treasury processes can increase profits by 5% of sales by reducing complexity gaps. It identifies four key capabilities needed for fully integrated business planning and performance management: 1) integrated scenarios to evaluate financial and operational impacts, 2) cross-functional governance through process ownership, 3) connecting outcomes and tradeoffs, and 4) concurrent instead of sequential processes. Legacy software tools create complexity gaps by lacking these capabilities, but newer technologies can achieve full integration through a single planning process across functions.
The Seven Habits of Highly Effective Portfolio Management ImplementationsUMT
Originally published in 2003, this white paper on portfolio management has stood the test of time and is still relevant in all 7 best practice areas. Although the 7 best practices remain the same, the field of portfolio management has evolved substantially. To follow are some key questions that have been answered in the last few years:
Where should I start: Process or Tools?
For IT portfolios, what is more important: APM or PPM?
Which is the right level to start: Project or Portfolio?
Has portfolio management become more widely accepted as a practice in the last three years?
Are there financial benefits to implementing portfolio management?
The document discusses challenges with realizing the envisioned outcomes of mergers and acquisitions (M&A). It states that two-thirds of M&As fail to achieve their planned integration timelines and costs. The complexity of integrating two companies' strategies, business processes, and IT systems makes post-M&A integration difficult. Additionally, constant changes in the business environment require dynamic reprioritization for success. The document advocates for a strategic program management approach for post-M&A integration that focuses on realizing the original synergies of the M&A business case and is adaptable to changing conditions, rather than a traditional project management approach only focused on milestones and timelines. It provides an example of how strategic program management
More Information:
https://flevy.com/browse/flevypro/business-transformation-success-factors-5561
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course.
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are:
1. Cost Management
2. Revenue Growth
3. Long-term Strategy and R&D Investment
4. New, External Leadership
5. Holistic Transformation Programs
Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation.
The slide deck also includes some slide templates for you to use in your own business presentations.
The document discusses how project portfolio management (PPM) can help organizations better manage their process improvement and process excellence (PI/PEX) initiatives. PPM can help close the strategy-execution gap by aligning initiatives with business strategies and goals. It allows organizations to plan initiatives, track resources, measure outcomes, and ensure initiatives deliver expected benefits. The document provides an example of a large bank that improved its PI efforts and achieved millions in benefits by adopting a PPM system to manage its growing number of improvement projects.
Tech transfer making it as a risk free approach in pharmaceutical and biotech iniaemedu
Tech transfer is a common methodology for transferring new products or an existing
commercial product to R&D or to another manufacturing site. Transferring product knowledge to the
manufacturing floor is crucial and it is an ongoing approach in the pharmaceutical and biotech
industry. Without adopting this process, no company can manufacture its niche products, let alone
market them. Technology transfer is a complicated, process because it is highly cross functional. Due
to its cross functional dependence, these projects face numerous risks and failure. If anidea cannot be
successfully brought out in the form of a product, there is no customer benefit, or satisfaction.
Moreover, high emphasis is in sustaining manufacturing with highest quality each and every time. It
is vital that tech transfer projects need to be executed flawlessly. To accomplish this goal, risk
management is crucial and project team needs to use the risk management approach seamlessly.
The document discusses the need for integrated Corporate Performance Management (CPM) across organizations. It outlines the typical performance management cycle of strategy formulation, alignment and execution, measurement and analysis, and review and refinement. It argues that isolated improvements to parts of this cycle often fail and that a principles-based CPM approach is needed to bring systematic and integrated improvements. This approach focuses on best principles like comprehensive planning, disciplined execution and review, information-based decision making, integrated processes, and nimble management to increase strategy effectiveness and execution efficiency.
Bridging Mission and Management: A Survey of Government Chief Operating OfficersBooz Allen Hamilton
What role do COOs play in agencies? What are their top priorities and challenges? What is the state of management in federal agencies? Those are the questions the Partnership for Public Service and Booz Allen Hamilton set out to understand in this inaugural report, “Bridging Mission and Management: A Survey of Government Chief Operating Officers.”
This report is intended to be the first in a series on the state of federal management from the perspective of those senior officials most accountable for results: the government’s chief operating officers and other equivalent top management officials. The goal of this series is to document the state of federal management from the perspectives of the leaders ultimately in charge—
the agency COOs.
The document outlines 10 critical success factors for successful project portfolio management: 1) Senior management commitment and consensus, 2) Communication of strategic objectives, 3) Strategically aligned investment selection, 4) Institutionalized investment management process, 5) Governance framework aligned with enterprise decision making, 6) Integrated program/project management discipline, 7) Consistent risk and performance measurement, 8) Portfolio reviews to support investment priority realignment, 9) Effective balance of investments, and 10) Strategic focus transforming strategy into operational excellence. Adopting more of these factors provides more value, but success is still possible if senior management commits to the process. Project portfolio management infuses strategy into investment decisions.
Business Performance Solutions Clash Of The Titans The Market Remains Vibrant...Cezar Cursaru
This document provides an executive summary of a Forrester Research report on the business performance solutions (BPS) software market. It finds that the BPS market has seen significant growth and vendor consolidation in recent years. Forrester expects BPS software revenues to grow 12.7% through 2012 to $3.2 billion, despite temporary slowing due to the recession. The market is dominated by six large vendors, but also includes smaller BI, ERP, and pure-play BPS vendors. The report provides an overview of the BPS software category and functional elements.
M&A success: Using an integration playbook to make your deal workGrant Thornton LLP
The document discusses how using an integration playbook can help mergers and acquisitions succeed where often they fail. It notes that only about 50% of M&A deals achieve their financial goals. An integration playbook establishes a repeatable process for integrating acquisitions based on past lessons learned. It identifies key risks to address such as retaining employees, aligning cultures, and realizing synergies. Having an experienced leader execute the playbook with input from past deals can help mergers integrate functions smoothly and achieve their strategic objectives.
1) The document describes a case study of creating an IT strategy for an organization. The initial state of IT was unfocused and under-delivering without an overall strategy or project management.
2) By building trust through delivering projects and gaining business input, a new IT strategy was created that focused IT on business priorities. This resulted in a 3,000% increase in profits while reducing IT costs by 60%.
3) Key lessons included the importance of collaboration, an iterative process, and changing IT KPIs and organization to align with and support the new business-focused strategy.
Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. Yet too many companies go only halfway, putting their best resources into design and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost and financial performance suffers.
A three-stage approach is recommended for a successful global implementation of Salesforce.com:
1) Plan and prepare with a Center of Excellence to define standards and a governance model.
2) Roll out the implementation in countries using localization guidelines for processes, training and support.
3) Provide ongoing support through a combination of local and centralized support teams managed by the Center of Excellence.
The document outlines the lecture schedule and content for a course on information systems and strategic management. It discusses key topics like strategic alignment techniques, eBusiness, knowledge management, and protecting IT assets. It also covers strategic alignment maturity levels and models, the importance of alignment between business and IT strategies, and processes for assessing strategic alignment.
Realizing value from IT investments - Kemper v1Brian Kemper
The document discusses best practices for delivering business value from IT investments through three areas: strategic alignment, benefits-driven project planning, and high-performing project management. It recommends framing bold business objectives enabled by IT, engaging stakeholders, and establishing an innovation budget. For project planning, it emphasizes defining benefit measures, shared business-IT responsibility, and verifying benefits through pilots. Finally, it describes how positioning the PMO close to key leaders and adopting "activist" practices can help drive successful delivery.
1) The document discusses identifying project benefits and realizing those benefits through effective benefits management practices. It reports that organizations with strong benefits management maturity waste 67% less on projects than those with low maturity.
2) Benefits identification, which determines what value a project will deliver, is found to be most effective when it is a shared responsibility between project managers and executives. However, many organizations still lack mature benefits management processes.
3) Organizations are advised to formalize their benefits identification approach, involving stakeholders early to fully understand a project's strategic impact and ensure benefits are aligned with organizational strategy and goals. When done effectively, benefits identification leads to better decision-making about project prioritization and investment.
MVC PMO Roundtable - M and A overview v3Brian Kemper
The document discusses managing IT integration for mergers and acquisitions. It begins by noting the high failure rate of M&A deals and explaining that integration is a key reason for failures. It then covers various topics related to IT integration including deal types, integration approaches, best practices, realizing value through rationalization, and typical integration project scopes. Examples of integration project scopes include deploying new infrastructure, transitioning email services, application development, and transitioning support functions. The document aims to provide guidance on planning and executing successful IT integration for M&A deals.
The document discusses Matrix Performance Management (MPM), a strategic solution for driving results in matrix organizations. MPM uses digital tools and methodologies to create and execute strategic plans across organizations, facilitating collaboration. It allows organizations to define objectives, strategies, projects and indicators and align them across business units. MPM provides reports and analytics to track performance and identify areas for improvement. The goal is to overcome challenges in matrix structures and accelerate execution of strategic plans.
Economist Intelligence Unit 2013 report explores the business impact of strategic CIOs and offers advice to CIOs transitioning to a more strategic role.
The document discusses how established companies can become more data-driven through a strategic transformation. It provides examples of how the Spanish hotel chain Ilunion and Transport for London used data analytics to improve decision making. The key steps for companies include linking data initiatives to business goals, creating a data-driven culture where all employees use data in their work, and implementing technology infrastructure to make relevant data and insights accessible. Becoming truly data-driven requires addressing cultural and technical barriers and viewing data as a strategic asset.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
Planning and Forecasting - Aligning Finance Models to Streamline Business Pro...QueBIT Consulting
The document discusses aligning finance models to streamline business processes. It outlines that companies often have separate models for planning, forecasting, and strategic planning that are based on the same underlying data. Integrating these models has benefits but also challenges related to people and processes. The key is to start by bringing all relevant parties together to work on an integrated planning model, then build forecasting and strategic planning models on top of this unified foundation. The results include reduced modeling time, improved planning accuracy, and better alignment of goals and metrics across an organization.
AgileLIVE Webinar - Agile Program & Portfolio ManagementVersionOne
Is your organization struggling to make the right investments at the enterprise level and deliver value as quickly as possible to the end-user? Mike Cottmeyer from LeadingAgile explained what agility means at the portfolio and program level, and how it differs from traditional plan-driven approaches.
Business and IT alignment through effective Project & Program Portfolio Manag...Alan Kan
Business and IT alignment through effective Project & Program Portfolio Management.
Presented at IBM Innovate 2011 in Sydney and Melbourne in Australia in July 2011.
Tech transfer making it as a risk free approach in pharmaceutical and biotech iniaemedu
Tech transfer is a common methodology for transferring new products or an existing
commercial product to R&D or to another manufacturing site. Transferring product knowledge to the
manufacturing floor is crucial and it is an ongoing approach in the pharmaceutical and biotech
industry. Without adopting this process, no company can manufacture its niche products, let alone
market them. Technology transfer is a complicated, process because it is highly cross functional. Due
to its cross functional dependence, these projects face numerous risks and failure. If anidea cannot be
successfully brought out in the form of a product, there is no customer benefit, or satisfaction.
Moreover, high emphasis is in sustaining manufacturing with highest quality each and every time. It
is vital that tech transfer projects need to be executed flawlessly. To accomplish this goal, risk
management is crucial and project team needs to use the risk management approach seamlessly.
The document discusses the need for integrated Corporate Performance Management (CPM) across organizations. It outlines the typical performance management cycle of strategy formulation, alignment and execution, measurement and analysis, and review and refinement. It argues that isolated improvements to parts of this cycle often fail and that a principles-based CPM approach is needed to bring systematic and integrated improvements. This approach focuses on best principles like comprehensive planning, disciplined execution and review, information-based decision making, integrated processes, and nimble management to increase strategy effectiveness and execution efficiency.
Bridging Mission and Management: A Survey of Government Chief Operating OfficersBooz Allen Hamilton
What role do COOs play in agencies? What are their top priorities and challenges? What is the state of management in federal agencies? Those are the questions the Partnership for Public Service and Booz Allen Hamilton set out to understand in this inaugural report, “Bridging Mission and Management: A Survey of Government Chief Operating Officers.”
This report is intended to be the first in a series on the state of federal management from the perspective of those senior officials most accountable for results: the government’s chief operating officers and other equivalent top management officials. The goal of this series is to document the state of federal management from the perspectives of the leaders ultimately in charge—
the agency COOs.
The document outlines 10 critical success factors for successful project portfolio management: 1) Senior management commitment and consensus, 2) Communication of strategic objectives, 3) Strategically aligned investment selection, 4) Institutionalized investment management process, 5) Governance framework aligned with enterprise decision making, 6) Integrated program/project management discipline, 7) Consistent risk and performance measurement, 8) Portfolio reviews to support investment priority realignment, 9) Effective balance of investments, and 10) Strategic focus transforming strategy into operational excellence. Adopting more of these factors provides more value, but success is still possible if senior management commits to the process. Project portfolio management infuses strategy into investment decisions.
Business Performance Solutions Clash Of The Titans The Market Remains Vibrant...Cezar Cursaru
This document provides an executive summary of a Forrester Research report on the business performance solutions (BPS) software market. It finds that the BPS market has seen significant growth and vendor consolidation in recent years. Forrester expects BPS software revenues to grow 12.7% through 2012 to $3.2 billion, despite temporary slowing due to the recession. The market is dominated by six large vendors, but also includes smaller BI, ERP, and pure-play BPS vendors. The report provides an overview of the BPS software category and functional elements.
M&A success: Using an integration playbook to make your deal workGrant Thornton LLP
The document discusses how using an integration playbook can help mergers and acquisitions succeed where often they fail. It notes that only about 50% of M&A deals achieve their financial goals. An integration playbook establishes a repeatable process for integrating acquisitions based on past lessons learned. It identifies key risks to address such as retaining employees, aligning cultures, and realizing synergies. Having an experienced leader execute the playbook with input from past deals can help mergers integrate functions smoothly and achieve their strategic objectives.
1) The document describes a case study of creating an IT strategy for an organization. The initial state of IT was unfocused and under-delivering without an overall strategy or project management.
2) By building trust through delivering projects and gaining business input, a new IT strategy was created that focused IT on business priorities. This resulted in a 3,000% increase in profits while reducing IT costs by 60%.
3) Key lessons included the importance of collaboration, an iterative process, and changing IT KPIs and organization to align with and support the new business-focused strategy.
Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. Yet too many companies go only halfway, putting their best resources into design and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost and financial performance suffers.
A three-stage approach is recommended for a successful global implementation of Salesforce.com:
1) Plan and prepare with a Center of Excellence to define standards and a governance model.
2) Roll out the implementation in countries using localization guidelines for processes, training and support.
3) Provide ongoing support through a combination of local and centralized support teams managed by the Center of Excellence.
The document outlines the lecture schedule and content for a course on information systems and strategic management. It discusses key topics like strategic alignment techniques, eBusiness, knowledge management, and protecting IT assets. It also covers strategic alignment maturity levels and models, the importance of alignment between business and IT strategies, and processes for assessing strategic alignment.
Realizing value from IT investments - Kemper v1Brian Kemper
The document discusses best practices for delivering business value from IT investments through three areas: strategic alignment, benefits-driven project planning, and high-performing project management. It recommends framing bold business objectives enabled by IT, engaging stakeholders, and establishing an innovation budget. For project planning, it emphasizes defining benefit measures, shared business-IT responsibility, and verifying benefits through pilots. Finally, it describes how positioning the PMO close to key leaders and adopting "activist" practices can help drive successful delivery.
1) The document discusses identifying project benefits and realizing those benefits through effective benefits management practices. It reports that organizations with strong benefits management maturity waste 67% less on projects than those with low maturity.
2) Benefits identification, which determines what value a project will deliver, is found to be most effective when it is a shared responsibility between project managers and executives. However, many organizations still lack mature benefits management processes.
3) Organizations are advised to formalize their benefits identification approach, involving stakeholders early to fully understand a project's strategic impact and ensure benefits are aligned with organizational strategy and goals. When done effectively, benefits identification leads to better decision-making about project prioritization and investment.
MVC PMO Roundtable - M and A overview v3Brian Kemper
The document discusses managing IT integration for mergers and acquisitions. It begins by noting the high failure rate of M&A deals and explaining that integration is a key reason for failures. It then covers various topics related to IT integration including deal types, integration approaches, best practices, realizing value through rationalization, and typical integration project scopes. Examples of integration project scopes include deploying new infrastructure, transitioning email services, application development, and transitioning support functions. The document aims to provide guidance on planning and executing successful IT integration for M&A deals.
The document discusses Matrix Performance Management (MPM), a strategic solution for driving results in matrix organizations. MPM uses digital tools and methodologies to create and execute strategic plans across organizations, facilitating collaboration. It allows organizations to define objectives, strategies, projects and indicators and align them across business units. MPM provides reports and analytics to track performance and identify areas for improvement. The goal is to overcome challenges in matrix structures and accelerate execution of strategic plans.
Economist Intelligence Unit 2013 report explores the business impact of strategic CIOs and offers advice to CIOs transitioning to a more strategic role.
The document discusses how established companies can become more data-driven through a strategic transformation. It provides examples of how the Spanish hotel chain Ilunion and Transport for London used data analytics to improve decision making. The key steps for companies include linking data initiatives to business goals, creating a data-driven culture where all employees use data in their work, and implementing technology infrastructure to make relevant data and insights accessible. Becoming truly data-driven requires addressing cultural and technical barriers and viewing data as a strategic asset.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
Planning and Forecasting - Aligning Finance Models to Streamline Business Pro...QueBIT Consulting
The document discusses aligning finance models to streamline business processes. It outlines that companies often have separate models for planning, forecasting, and strategic planning that are based on the same underlying data. Integrating these models has benefits but also challenges related to people and processes. The key is to start by bringing all relevant parties together to work on an integrated planning model, then build forecasting and strategic planning models on top of this unified foundation. The results include reduced modeling time, improved planning accuracy, and better alignment of goals and metrics across an organization.
AgileLIVE Webinar - Agile Program & Portfolio ManagementVersionOne
Is your organization struggling to make the right investments at the enterprise level and deliver value as quickly as possible to the end-user? Mike Cottmeyer from LeadingAgile explained what agility means at the portfolio and program level, and how it differs from traditional plan-driven approaches.
Business and IT alignment through effective Project & Program Portfolio Manag...Alan Kan
Business and IT alignment through effective Project & Program Portfolio Management.
Presented at IBM Innovate 2011 in Sydney and Melbourne in Australia in July 2011.
The document summarizes KeyedIn Projects, a software solution for managing projects, programs, and portfolios. It provides full integration across project management, resource scheduling, risk management, and other functions. KeyedIn Projects offers visibility and control for project managers, executives, and other users. It can be deployed either on-premise or as a cloud-based software as a service (SaaS) solution.
The document discusses financial planning for an Agile project using an example of enhancing a payroll software system to allow for overnight reporting. It explains estimating the financial returns in areas like new revenue, incremental revenue, retained revenue, and operational efficiencies. For each area, it provides an example calculation for the payroll system project, estimating customer numbers, revenue per customer, and resulting financial values over multiple quarters as the new feature is developed and adopted. The example illustrates how to plan finances for an Agile project by quantifying potential financial returns from key areas.
This document provides a 6-step process for crafting an investment strategy: 1) Understanding context, 2) Defining vision and mission, 3) Establishing investment principles, 4) Formulating the investment strategy, 5) Implementing the strategy, and 6) Communicating the strategy. It emphasizes the importance of a clear and explicit strategy that considers long-term trends, and provides tools to help asset owners determine their investment profile and evaluate potential strategy options. The process aims to fully integrate environmental, social, and governance factors into investment decision-making.
Content:
1. Principle difference between portfolio, program and project risk management.
2. Negative risk influence on portfolio, program and project.
3. What is a balance between risk tolerance and acceptance?
4. How risk response affecting benefits delivery?
5. Practical recommendations on Portfolio, Program and Project risk management.
Webinar for Executives, Risk managers,
Project, Program & Portfolio managers
and PMO Heads.
Scrum gathering vegas agile program and portfolio managementMike Cottmeyer
This document discusses Agile program and portfolio management using Scrum at scale. It describes using Scrum teams at the project, program, portfolio and enterprise levels. It also covers topics like managing variable scope with story maps, estimating work with story points, and using epics, features and user stories to break down work. The goal is to provide predictability, quality, early ROI and cost savings at the executive level through Agile practices applied at multiple levels of the organization.
P3O - The Value Adding PMO - from Strategy to ProjectsTony Vynckier
The document discusses the role and functions of a Portfolio, Program, and Project Office (P3O). A P3O is a decision-enabling and delivery support model that bridges strategic initiatives with ongoing business operations. It supports senior management decision making, ensures alignment of projects to strategy, and optimizes resource management and project delivery. Key functions of a P3O include portfolio management, program management, project management, and acting as a center of expertise. Establishing a P3O can help organizations effectively manage all business change initiatives and realize intended benefits.
Have you ever seen people use air quotes around the words “agile project” as if they don’t believe those words go together? Or, do you wonder what the five horizons of planning are? Do you ever wonder if agile or lean approaches to project management can be scaled or if you are doomed to waterfall approaches to large efforts?
You can use agile and lean approaches to your projects, program, and the project portfolio. Agile and lean projects are still projects. In this session, Johanna Rothman will discuss why you would want to use short cycles, how iterative and incremental development works, and how you pick an iteration length.
We’ll discuss the five different planning horizons, and briefly discuss the basics of user stories and estimation. Yes, we’ll have a brief and lively discussion prediction and estimation and when to use each. You’ll have a chance to see what team boards might look like in Scrum or Kanban, and what information radiators might show you in a healthy or a not-so-healthy project.
We’ll also talk about how you can expand from one team to a program and where the different schools of thought lie, and how to avoid multi-tasking with agile project portfolio management.
Introduction to Enterprise Agile FrameworksMehul Kapadia
The document provides an overview of several enterprise agile frameworks: SAFe (Scaled Agile Framework), DAD (Disciplined Agile Delivery), and LeSS (Large Scale Scrum). It describes the foundations, roles, events, and distinctive features of each framework at a high level. Additionally, it provides references and resources for further exploration of these frameworks.
Stanford-SDG Webinar Six critical principles of strategic portfolio managementSmartOrg
The document discusses six critical principles of strategic portfolio management:
1) Aligned decision forum - Drive real decision making and conflict resolution at all levels.
2) Value creation focus - Maximize value created across the organization.
3) Credible, comparable evaluations - Allow participants to make and accept decisions.
4) Embrace uncertainty and dynamics - Treat uncertainty explicitly.
5) Clear communication and learning - Share information, update it, and improve results.
6) Inclusive, collaborative process - All stakeholders participate openly and benefit.
The document provides examples and discussion of how to apply these principles to strategic portfolio management. It also includes polls to gauge participants' interests and challenges.
PMI Global Congress 2005: Portfolio and Program Management implementation in ...Thomas Walenta, PMI Fellow
This document discusses implementing organizational project management in a European IT organization. It begins by providing background on the organization, which is a large, mature Japanese IT company with headquarters in Japan and smaller, younger structures in Europe. The challenges of the cultural differences between the European and Japanese operations are discussed.
The document then summarizes the three layers of organizational project management - project management, program management, and portfolio management. It describes starting the implementation with program management, followed by a project management tool and then focusing on project management basics.
Finally, the document emphasizes the importance of linking project portfolio management to business strategy and objectives in order to select the right projects and monitor if promised benefits are realized. Regular reviews of the portfolio are
Express Usability: Conduct Usability in 40 Hours or Less (Sarah Weise)Sarah Weise
The document describes a methodology for conducting express usability studies in 40 hours or less. It involves creating a fixed-price menu of service offerings grouped by data gathering, analysis, and deliverables. Templates are prepared in advance to aid the process. Two case studies are described where the methodology was applied to improve an intranet homepage and simplify the USAJobs website navigation. The express methodology allows clients to be introduced to usability and differences to be demonstrated in a short timeframe.
Your Challenge:
As Portfolio Manager, you’re responsible for communicating portfolio results and future capacity to your steering committee.
Business and IT leaders need more accurate information on project status and resource availability to decide when to start and stop projects.
You need to better understand the needs of the PMO and assess the costs and benefits associated with different tools and approaches to PPM.
Our Advice - Critical Insight:
PPM is a practice, not a tool. Before succeeding with a commercial tool, you need to establish discipline and trust around reporting processes, which can be done using spreadsheets and other simple tools.
Portfolio management is separate from project management. Think of it as the accounting department for time. Project managers report into the portfolio and are held accountable to it, but it isn’t simply an extension of project management.
Our Advice - Impact and Result:
Decrease the wasted portfolio budget by reducing the number of cancelled projects and other sources of efficiency.
Establish the portfolio as the “one source of truth” for project reporting by increasing rigor around project status updating and reporting.
Align project intake with resource capacity to improve throughput, quality of estimates, and stakeholder satisfaction.
Imagine what you could do if your customer was the core focus of your marketing work, from strategy down to tactics and measurement - Agile Marketing to the rescue!
And what if you were measured on shipping value to customers, not on how well you kissed ass or how politically adept you were? Agile Marketing has built-in mechanisms to help!
How much more time could you dedicate to customers if you had only three standing meetings each month? Agile Marketing focuses on action!
And consider all the benefits of working as part of a cross-functional team that includes design, development, content, analysis, and testing experts so that you have everyone you need to make great things happen all in one place... that Agile Marketing.
In this presentation from SEOmoz MozCon 2012, I'll show you four principles of Agile Marketing and thirteen ways to hack your marketing organization with Agile to make it better, faster, and more accountable for your customers.
You can learn more about Jonathon Colman at http://www.jonathoncolman.org/
The document discusses key drivers and metrics for SaaS businesses, including business objectives like profit, cash, and growth. It provides an example of modeling a single sales hire, looking at variables like compensation, quota, and ramp time. Key metrics discussed include customer acquisition cost (CAC), lifetime value (LTV), and churn rate. The document explores how hiring additional salespeople, collecting payments upfront, and reducing churn can impact growth, cash flow, and overall business performance for a SaaS company.
Introduction to project, program & portfolio managementray_davis
This document provides an introduction and overview of project, program, and portfolio management. It defines key terms like project, operations, and project management. It explains the differences between operations and projects. It also outlines the five process groups of project management: initiation, planning, execution, monitoring and control, and closing. Finally, it discusses the roles of project, program, and portfolio management at a high level.
The document outlines a complete kit to set up initiatives portfolio management including:
1) Establishing a strategic decision making framework and governance process to prioritize non-drug projects similarly to drug development projects.
2) Assigning project management leadership to get resources, drive projects, and ensure they pass tollgates.
3) Having a roadmap of tollgate decisions for projects in the initiatives portfolio.
Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M
Helps achieve...
•Transparency – Line of sight into decisions, performance, and benefits
•Accountability – Ownership and decision-making thresholds defined and governed
•Compliance – Comply with organizational and public sector policies, regulations, and guidelines
•Cost Savings – Eliminate wasteful spending, out-of-control execution, re-invention, and disconnected operations
•Funds Optimization – Obtain optimal benefits for amount budgeted and expended
•Benefits Realization – Achieve the intended benefits as described in the business case
UMT360Webinar_Project and portfolio financial controls for microsoft project ...UMT360
Despite significant investments in PPM, it is failing to deliver the anticipated results. UMT360's research shows that today companies are failing to realize up to 46% of the planned business value from project portfolios. Why? Many PMO's simply do not view projects as business investments, and fail to effectively integrate financial management and PPM to proactively gauge the economic impact of poor performance and take corrective actions.
These slides are from a UMT360 webinar during which Ben Chamberlain discussed how UMT360 can help businesses gain complete financial intelligence across your project portfolios and increase ROI, and:
*Eliminate the need for Excel and standardize investment governance controls across the PPM lifecycle
*Streamline capital planning and build stronger business cases
*Automate financial tracking and variance analysis and move to an agile re-planning process
*Establish a benefits realization framework
The webinar is available - http://bit.ly/1eVTTVO
Gartner Shares the Most Important PPM Trends for 2014 - 051214UMT360
This PPT was part of a presentation by Gartner Research VP Donna Fitzgerald and UMT360's Chief Product and Marketing Officer Ben Chamberlain during which they discussed emerging PPM trends for 2014 including what PPM leaders should be prepared for, why companies are moving toward enterprise portfolio management and what this means for the PMO. View the presentation at http://www.bit.ly/1jdqqdp
The document outlines the goals and services of an effective enterprise Project Management Office (PMO). The key goals are to complete projects on time and budget, optimize resource allocation, satisfy stakeholders, promote continuous improvement, align projects with strategic goals, communicate regularly with stakeholders, document and share lessons learned, and demonstrate the PMO's value through successful project delivery. The PMO aims to provide strategic alignment, governance, reporting, portfolio management, resource management, knowledge management, and other best practice services.
Benefits Realization - Measure Results and Drive Accountability - 051214UMT360
UMT360's Chief Product and Marketing Officer Ben Chamberlain's slides from presentation on how UMT360 helps businesses establish a Benefits Realization framework to effectively track the actual value delivered across the investment portfolio, drive accountability,and encourage realistic estimates. See the presentation at http://www.bit.ly/QFA3Vt
From PPM to Enterprise Portfolio Management - 051214UMT360
Presentation on how UMT360 is Helping Companies Take Project Server to a New Level. UMT360 is the only enterprise portfolio management solution built on SharePoint with seamless Project Server integration. Hear the presentation at http://bit.ly/SzhgMO
learn how UMT 360’s powerful Integrated Portfolio Management techniques can help you establish a financial management framework to gain transparency and improve investment decisions across your project, program and asset portfolios.
This document discusses how strategic portfolio management is the missing link for orchestrating business transformation. While being agile is important, there are still multiple project execution methodologies across enterprises. Strategic portfolio management can help by addressing the bi-modal reality, effectively aligning execution with strategy, improving financial visibility and control, optimizing resource utilization, connecting portfolios and automating roadmaps, and deriving insights from analytics. A new function, like a Strategy Realization Office, may be needed to go beyond just managing projects and orchestrate transformation.
Revolutionizing the Digital Transformation Office - Leveraging OnePlan’s AI a...OnePlan Solutions
In today’s rapidly evolving business landscape, digital transformation is not just an option; it’s a necessity for staying competitive. However, managing a Digital Transformation Office (DTO) presents unique challenges, from aligning strategic goals to efficiently allocating resources. OnePlan’s Strategic Portfolio Management Platform, powered by advanced AI, offers a comprehensive solution to these challenges, enabling managers to excel in their roles and drive successful digital transformation. Join us in this enlightening webinar to discover how OnePlan can revolutionize your management approach.
Key Takeaways:
Strategic Alignment and Decision Making: Learn how OnePlan’s platform facilitates the alignment of digital transformation initiatives with business objectives, ensuring that every project contributes to the overarching strategy.
Resource Optimization and Forecasting: Discover the tools and methodologies OnePlan offers for optimal resource allocation and forecasting, maximizing efficiency, and minimizing waste.
Risk Management and Adaptability: Understand how OnePlan’s AI capabilities can help your DTO navigate uncertainties and adapt to changes swiftly and effectively.
Enhancing Collaboration and Transparency: Explore how OnePlan promotes a culture of collaboration and transparency across departments, crucial for the success of digital transformation efforts.
Driving Innovation and Competitive Advantage: See how integrating OnePlan’s Strategic Portfolio Management Platform and AI into your management practices can not only streamline operations but also foster innovation and create a sustainable competitive advantage.
This webinar is for managers, leaders, and anyone involved in driving digital transformation within their organizations. Whether you’re just starting your digital transformation journey or looking to enhance your current strategies, OnePlan’s platform offers the tools, insights, and support needed to achieve success in the digital era.
There are three key takeaways from the document:
1. The three most important best practices areas in PPM/PMO are resource management, operations and metrics, and automation.
2. Strategic project categorization and selection is a hallmark of an effective PPM strategy.
3. The right technology solution can make a large difference in achieving solid ROI and meeting PPM and PMO objectives.
Mr. Robert Twiddy provides strategic consulting services including project management training and coaching to executives. He is currently a visiting professor and strategy advisor in Thailand. He has experience providing balanced scorecard, project management, and IT consulting. The presentation introduces project portfolio management (PPM) including the overall model, strategic alignment using balanced scorecard, frameworks for project selection, and tools for PPM. Participants will learn about introducing PPM to their organization through establishing processes, metrics, and strategic linkage between projects and programs. They will also learn about PPM certification and tools to support the PPM lifecycle.
Best Practices in Financial Planning and Analysis | 2013 Business Analytics S...Cartegraph
Loras College is proud to present our annual Business Analytics Symposium on March 27, 2014 at the Grand River Center in Dubuque, IA. Industry experts will share their insights about the evolving field of business analytics opportunities. Learn about everything from best practices when analyzing data to the importance and benefits of building a culture of analytics within your organization.
To learn more, secure your seat or to take advantage of group discounts visit www.loras.edu/bigdata.
AN HIGH INFLUENCE PMO IN AN AGILE WORLDKenMartin18
An Enterprise PMO (EPMO) is a PMO that is able to operate at the corporate side of the business ensures that projects are aligned with the strategic goals of the organisation. With executive support, enterprise PMOs influence strategy, drive key initiatives, and control changes across the organisation.
هذه المحاضرة تتحدث عن إدارة تحقيق المنافع
Benefits Realization Management.
قمت فيها بشرح تعريف إدارة تحقيق المنافع
Benefits Realization Management
ودعمت الشرح بمثال عملي لتسهيل المفهوم.
تطرقت إلى الحاجة التي دعت إلى ظهور هذا المفهوم وكيف أن تطبيق إدارة تحقيق المنافع
Benefits Realization Management
يسهم في تحسين نسب نجاح المشاريع فضلا على المساهمة الفاعلة في تحقيق استراتيجية المؤسسات مدعما بأرقام من بحوث قامات بها ال
PMI.
انتقلت بعدها إلى شرح
Benefits Realization Management Framework
والذي يحدد إطار عمل لإدارة تحقيق المنافع. حيث يدعم هذا الإطار وكيفية يمكن تعريف المنافع ومن ثم العمل على قياسها ومتابعتها وضمان تحققها أثناء تنفيذ المشاريع والبرامج مرورا بالقيام بكل ما يلزم باستدامة المنافع بعد انتهاء المشاريع والبرامج وانتقالها للتشغيل وإدارات المؤسسات الأخرى.
انتقلت بعدها لتعريف دور مكتب إدارة المشاريع المؤسسي
EPMO
في هذا الإطار ودور مدير المشروع اثناء مراحل المشروع المختلفة.
تم شرح الموضوع من جانب عملي بحيث يسهل تطبيق هذه المفهوم في مؤسساتنا والاستفادة منه.
How to Build Your Strategic Portfolio Management MaturityKeyedIn Projects
This document discusses how to build strategic portfolio management maturity. It recommends establishing a planning structure to assess investments and ensure alignment with business strategy. Measurement competencies should use customer data and outcome-based metrics to influence decisions. Continuous planning focuses on outcomes through objectives and key results that cascade alignment. Process competencies optimize portfolio management and use agile resource planning. Governance transitions from projects to product-based funding with business unit accountability. The most mature approach supports product teams through continuous portfolio management that robustly optimizes investments.
How CIOs Take Control of IT Investments with Integrated Portfolio ManagementUMT360
UMT360 CEO Mike Gruia explores what investment digitalization really means for the future of the CIO. In the presentation he addresses roadblocks to digitalizing IT investments and breakthrough EPM digital business models. May 29, 2014 - see the webinar at http://bit.ly/1jNojI1
Gartner Shares most important trends in PPMVineet Joseph
This document discusses the need for organizations to shift their focus from project completion to generating value. It argues that the competitive landscape is constantly changing, so organizations must focus on gaining competitive advantages through their projects and investments. To do this, organizations should measure project success by the value generated rather than just being on-time and on-budget. The document also recommends transforming project management offices (PMOs) to have a portfolio focus on maximizing value across all investments and tracking benefits realization, rather than just a tactical focus on individual projects.
Advancing Engineering with AI through the Next Generation of Strategic Projec...OnePlan Solutions
In the engineering sector, mastering the intricacies of project management demands innovative solutions. This webinar explores the integration of AI into project planning for engineering, tackling both immediate challenges in planning and execution while also setting the stage for unprecedented efficiency and quality. With a spotlight on practical applications, we’ll explore strategies for harnessing AI to optimize resource distribution, ensure precise time management, and elevate project quality. Discover how adopting a technology-forward approach, exemplified by platforms like OnePlan, can transform project outcomes, enhance team collaboration, and boost overall profitability without sacrificing the high standards engineering projects require.
Transforming PMO Success with AI - Discover OnePlan Strategic Portfolio Work ...OnePlan Solutions
Your Project Management Office (PMO) faces a daunting task. You need to align project portfolios with strategic business objectives, all while optimizing resource allocation and maximizing ROI. Traditional, static approaches to managing work are a potential liability in a world full of fast-paced change and unforeseen disruptions. That’s why we developed OnePlan’s AI-powered Strategic Portfolio and Work Management Platform.
Attend this webinar to see the cutting-edge capabilities of OnePlan’s Strategic Portfolio Management solution. Learn how OnePlan can help you leverage the power of artificial intelligence to transform how you plan, execute, and analyze your project portfolios. Discover how aligning all work with business strategies can help you more effectively adapt to the inevitable changes and disruptions in real-time.
BASIS Quality Forum Presents
“Poor Business Analysis -The Culprit of IT project Failure”
The Problem Statement
Statistics on Project success rate
Finding the reason : the Culprit
The solutions
The stakeholders role
Ecosystem of a successful Project
The document provides an overview of project management offices (PMOs) and Microsoft Project Online. It discusses what a PMO is, why organizations establish PMOs, and how to set up a PMO in 5 phases. It then provides examples of PMOs from different organizations and industries. Finally, it gives a high-level overview of Project Online, its target users, top 10 benefits, and key terms.
Similar to Ben Chamberlain, UMT360: PPM + Financial Intelligence = Greater ROI (20)
Global Pharma CIO transforms IT into accountable, low risk business partnerUMT
A global pharmaceutical company hired a new CIO to restructure their IT organization after falling to seventh place. The CIO was tasked with aligning IT to the new strategy, restructuring divisions, reducing spend by 15%, and instilling a culture of accountability. UMT Consulting designed and implemented an enterprise portfolio management framework using Microsoft Project Portfolio Server to provide visibility, governance, and budget planning across the divisions. This allowed projects to be tracked and budgets to be managed more dynamically, providing executives greater confidence in budget numbers and identifying risks.
How a hospital CIO improved PMO to make a difference in the lives of childrenUMT
The Children's Hospital of Philadelphia implemented a project management solution using Microsoft Project Server and UMT Project Essentials to better manage its substantial investments in information technology projects. This involved revising processes, providing project data to leadership, and ensuring all staff properly tracked time. As a result, the hospital now has higher quality project data, improved understanding of its project portfolio, and better resource management. This enables leadership to make more informed decisions and improves productivity across the information services department.
Dianne Wyllie, Brocade: Transforming the Annual Planning ProcessUMT
The document summarizes Brocade's transformation of its annual planning process through improvements to people, process, and technology. Specifically, it overhauled the governance model to be more cross-functional, implemented new planning tools like Microsoft Project Server, and established an application portfolio management process to better align IT investments with business objectives.
Carl Souchereau, SNC Lavalin T&D: Both Sides of the FenceUMT
The document outlines the challenges faced by an EPMO (Enterprise Project Management Office) and project managers at SNC Lavalin T&D in planning, prioritizing, and managing a portfolio of projects. It discusses the need for consistency, common processes and tools, trusted data, and simplicity. The solution implemented was a phased multi-year implementation of a project portfolio management tool to provide one place for planning, prioritization, optimization, and project management and insight. Benefits included improved decision making, consistency, reduced planning time, and better management of costs and at-risk projects.
Baird Miller, DOL: IT Portfolio Management in State GovernmentUMT
Baird Miller, DOL gave this presentation at Microsoft and UMT event Project Portfolio Management Exchange at Microsoft San Francisco office on January 14, 2014.
Transalta: How a Power Company Saved Time and Reduced Capital Expenses Throug...UMT
TransAlta Corporation, a Canadian power generation and wholesaling company, needed to better “compare apples to apples” when selecting its portfolio of capital projects across fuel types and investment streams.
Agile businesses stay competitive by quickly realigning IT investment, capital projects, and R&D pipeline portfolios to a constantly shifting environment. Learn about the importance of accelerating knowledge and experience (the kind Captain Sully used to land on the Hudson) in making the right portfolio decisions at the right time. Sy Aslan, a 30-year veteran of consulting management and PPM, discusses:
• Balancing the goals of effectiveness versus efficiency
• The roles of strategy, governance and knowledge in decision making
• Accelerating knowledge and experience with models that enhance and simplify analytics and judgment
The document describes a webinar presented by Sy Aslan on effective portfolio management. UMT, the company hosting the webinar, provides portfolio management consulting services and products. The webinar discusses challenges managing a portfolio of projects and investments and advocates an integrated portfolio management approach using governance, insight, and analytics to optimize value. It emphasizes assessing interrelated business, application, and infrastructure portfolios and using business intelligence to identify transformation opportunities.
UMT Federal Webinar Series Part 4: Communicating Investment StatusUMT
Develop a clearer picture of your investments by using data on commodity IT investments, duplicated efforts that could be consolidated, and misaligned functionality to ultimately maximize the return on investment. Review how an efficient communication model, along with the use of the IT Dashboard and PortfolioStat, can help to maximize the value of your IT investments.
IT Financial Management Series - Part 3: Drive Financial Transparency Across ...UMT
This document discusses improving financial transparency for IT infrastructure costs. It begins with an agenda and overview of key challenges. Infrastructure typically lacks transparency due to its shared service model. The document then discusses creating a service catalog, service costing models, and capacity planning challenges. It emphasizes the need for collaboration between IT and business units on capacity planning. Finally, it discusses optimizing costs, managing consumption, creating a "bill of IT", and running IT like a business to improve transparency and allow informed decision making.
IT Financial Management Series - Part 2: Drive financial transparency across ...UMT
This webinar is the second part of the IT financial management series. In this webinar, Charlie Curcio, IT CFO shares his experience in driving financial transparency across the application portfolio.
IT Financial Management Series - Part 1: Defining a Model to Effectively Run ...UMT
"This is the first part of the IT financial management series. In this webinar, Charlie Curcio, IT CFO shares his experience in defining what it means to Run the Business of IT.
On average companies spend 5% of the total operating budget on IT, increasing pressure on executives to reduce costs, communicate value and align IT investments with business priorities to drive a competitive advantage.
Today, many high performing IT organizations are adopting Integrated IT Portfolio Analysis (IIPA) best practices to effectively Run the Business of IT. Developing a holistic data model and financial framework is key to driving transparency across disparate IT domains and providing accurate and reliable metrics to enhance decision making."
Microsoft recently announced the release of Microsoft Project 2013, the latest Project and Portfolio Management solution from Microsoft. This webinar covers the four stages of the UMT Project Portfolio Management Governance Lifecycle: Create, Select, Plan, and Manage.
The quest to define IT’s relationship with the business has gained new momentum over the last few years, primarily due to a more difficult economic climate driving the need for transparency in spending decisions. The momentum is manifested in a fundamental awareness, developed since the technology hype of the late 90’s, that IT organizations must be integrated more closely with the businesses they support. Management teams in many organizations are focused on defining a better Business-Technology partnership, which is shining the spotlight on a new discipline -- Project Portfolio Management (PPM).
Proven Paradigm for Creating Enterprise Project and Portfolio Management Adop...UMT
Capability Maturity Assessment is one of the tools consistently leveraged by Enterprise Project and Portfolio Manage-ment (EPM) practitioners in the creation of adoption roadmaps for organizations that are creating momentum for change with the objective of improving internal governance. Historically, the problem has been addressed in parallel at the Project, Program, or Portfolio levels, and in many cases the solutions devised have been independent of one anoth-er, potentially missing on integration aspects that could greatly improve overall results. In the past couple of years, new methodologies that attempt to encompass all three disciplines have been developed, including OPM3 from the PMI.
Optimizing Organizational Performance by Managing Project BenefitsUMT
Too many organizations today still measure the success of a project based only on the traditional project management standards of delivering On Time, On Budget and On Scope. While these criteria are valid measures of successful project management, they are less suitable when assessing a project’s true success: its contribution to the overall organization's performance. Indeed, the ulti-mate success of a project – whether cost savings, revenue increases or customer satisfaction improvements – may not be known until years after it has been successfully delivered.
Measure What Matters - New Perspectives on Portfolio SelectionUMT
The document discusses new frameworks for IT portfolio selection that consider both financial and strategic metrics. It summarizes that traditional portfolio selection focused solely on financial metrics, but recent research shows this led to underinvestment in strategic areas. The new framework evaluates investments from four perspectives: demand, supply, governance, and alternatives. This allows executives to consider financial returns, strategic alignment, risk exposure, architectural fit, options, costs, deadlines, and skills. Successful companies now use multiple financial and strategic metrics to optimize resource allocation and maximize investment value and benefits.
Project and Portfolio Management in a Federated Governance ModelUMT
This document describes an approach for managing project portfolios across multiple business units using proportional and binary optimization. It discusses how corporate and business unit CIOs can use these techniques to prioritize projects, optimize spending, and align investments with corporate strategies. Binary optimization allows business units to select optimal project portfolios, while proportional optimization gives corporate CIOs a way to adjust program funding levels without eliminating them entirely. The methodology provides a framework for effective portfolio management in complex, federated organizations.
Pharma Research Labs IT: Taking Hold of Resource Capacity and Demand Across P...UMT
The technology application support group of a major pharmaceutical’s R&D division is responsible for the solution de-velopment, release and support activities required to maintain existing applications and platforms. The work is per-formed by both employees and outsourced contractors located at four different sites and regions. The 150 IT staff works both on new development and support activities at any given time.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
3. Agenda
• UMT360’s Enterprise Portfolio Management
Solution
• Project & Portfolio Financial Intelligence
• What’s Missing With Today’s PPM
• Trifecta of Business Value Erosion
• How UMT360 for Project Server can Help
• How to Get Started
• Questions & Answer
4. UMT360 -Enterprise Portfolio Mgmt.
Digitalize Investment Planning & Controls
Connected
Enterprise
Financial
Transparency
Portfolio
Intelligence
Synchronize
Roadmaps
360O view across
your business and
IT portfolios
Improve
budgeting & base
decisions on ROI
Collaborate to
model & finalize
decisions
Build & track
transformation
roadmaps
5. UMT360 -Enterprise Portfolio Mgmt.
Realize More ROI from Project Server
PPM + Financial Intelligence
PPM + Application Portfolios
PPM + IT Business Management
Positioned as Visionary in
2013 Integrated IT Portfolio
Analysis Magic Quadrant
2013 Project Portfolio
Management Partner of the
Year
6. The Statistics Are Alarming
Traditional PPM is Falling Short!
21%
33%
of all completed
projects experience
cost overruns of
between 10% & 20%
of all projects fail to
complete or get
implemented
Gartner Group
Standish Group
42%
Of all projects are
delivered late or
over budget
Standish Group
33%
Of projects do not
meet their goals or
business intent
PMI
7. The Statistics Are Alarming
Failure to Realize up to 46% of Business Value
Budget Effectiveness
35%
Ineffective Spend
No
46%
Yes
65%
54%
Effective Spend
Achieved Business Value
46%
Unrealized
No
business value
46%
Yes
54%
54%
Realized
business value
8. The Trifecta of Business Value Erosion
Failure to Realize up to 46% of Business Value
1. Unreliable
Cost Estimates
• Over estimating
leaves potential
project
candidates on the
table
• Under estimating
results in cost
overruns and
cancelling
initiatives
2. Project
Success Rates
3. Budget
Utilization
9. Business Value Erosion
Impact of Success Rates & Budget Utilization
Under estimating
results greater planned
business value from the
portfolio
100%
87%
80%
Baseline Portfolio
Selected Portfolio
Business Value
70%
Over estimating
reduces planned
business value from
the portfolio
50%
0%
$25m
$50m
$75m
$100m
Cost
$125m
$150m
10. The Trifecta of Business Value Erosion
Failure to Realize up to 46% of Business Value
1. Unreliable
Cost Estimates
• Over estimating
leaves potential
project
candidates on the
table
• Under estimating
results in cost
overruns and
cancelling
initiatives
2. Project
Success Rates
• Failure to
implement
projects yields no
business value
• Cost overruns
impacts strategic
yields & reduces
available
portfolio funds
3. Budget
Utilization
• Not starting
projects or
carrying over
projects destroys
value
• Optimistic
forecasting
results in Q4
budget
obtainment
surprises
11. Business Value Erosion
Impact of Success Rates & Budget Utilization
Baseline Portfolio
100%
Selected Portfolio
Business Value
80%
66%
Impact of
Project Failure
Rates
Impact of Cost
Overruns
50%
44%
Impact of Budget
Utilization
0%
$25m
$50m
$75m
Cost
$100m
$125m
$150m
13. Inadequate Software Tools
Failure to Integrate Financial & PPM Practices
X
Excel Spreadsheets
Disconnected and error prone Excel Spreadsheets
makes it difficult to standardize and govern project
budgeting and tracking processes.
ERP Systems
Provides the ‘chart of accounts’ view needed by the
finance team, they fail to deliver the complete financial
transparency needed by PPM teams.
Traditional PPM Systems
Provides strong execution-oriented project and resource
management capabilities but lack the sophistication needed
to effectively control project and portfolio financials.
14. UMT360 for Project Server
Integrated Project & Portfolio Financial Intelligence
Standardize Governance &
Investment Controls
Maximize
ROI
Streamline Capital Planning &
Improve Selection
Automate Cost Tracking & Variance
Analysis
ANALYSIS &
DECISIONS
STRATEGY
FINANCIALS
PROJECTS
PROGRAMS
Gain Insights & Effectively Reallocate
Funds
Track Benefits Realized & Analyze
Results
15.
16. UMT360 for Project Server
Complete Project & Portfolio Financial
Intelligence
“UMT360 seamlessly integrates
with Microsoft Project Server
helping companies gain
complete financial intelligence
across their project and program
portfolios and more effectively
collaborate to improve
investment decisions.”
Ludovic Hauduc General Manager,
Microsoft Project
17. How to Get Started with PFI
Take a Phased Approach
Establish Benefits
Realization
9% -
Analyze &
Optimize Capital
Spend
6% -
- Level 5
- Level 4
Integrate with LoB
Systems
- Level 3
3% -
Financial Mgt.
Foundation
Phase 1
- Level 2
Phase 2
Phase 3
Phase 4
Increase Financial Maturity Level (1 to 5)
Portfolio ROI Improvement (0 to 12%)
12% -