Coping with disruptive change with Steve Beaumont held in the Holiday Inn Notts Derby on 18th February 2016. The only constant is Change. Change is happening in every market, faster and more disruptively than ever before. A business must have the flexibility and agility to adapt to changing business conditions. As the pace of change accelerates the organisations are not adapting quickly.The volume, complexity, and urgency of change is increasing  Programmes are not responding appropriately

1. Steve Beaumont

2. The only constant is Change…
 Change is happening in every market,
faster and more disruptively than ever
before
 A business must have the flexibility and
agility to adapt to changing business
conditions
 As the pace of change accelerates:
 Organisations are not adapting quickly
 The volume, complexity, and urgency of
change is increasing
 Programmes are not
responding appropriately

3. The Challenge
Only 9% of the organizations
said they are good at implementing
strategy
On average 3 out of 5 projects are not aligned to strategy
Organizations that are highly agile, nimble and
able to respond quickly to changing market
dynamics complete more of their strategic
initiatives successfully than slower, less agile
organizations
69%
vs.
45%

4. Ineffective Demand Prioritization
is a Top Pain
State of Resource Management and Capacity Planning - Benchmark Study 2014

5. Can YOU answer these questions?
 Are we working on the most
important things?
 Are we doing the work in the right
order?
 Even though we know what we
have to do, when can we get it
done?
 When we have new projects
come in and we need to do it,
what gets dropped?
 We can’t do it all! What are we
going to do?!

6. Time for a New Approach!
 Rank new and existing investments based on business
drivers and priorities
 Analyze which investments should be funded, and
which should be de-scoped, delayed, rejected or
stopped
 Balance financial and human resource constraints
 Compare scenarios to consider alternative approaches
…Then decide

7. Rank the Demand
Ask yourselves the question,
‘If I am not making decisions about how I invest in my
change portfolio using objective criteria and quality
fact based data, then how am I doing it? What is the
cost to my business of getting it wrong?’
 Adopt a methodical approach to get the most out
of project investments
 Avoid using subjective information
 Don’t approve based on political will
“Guessing is not a strategy for success!”

8. Force rank demand based on business
drivers:
 Strategic alignment
 Regulations
 Business value
 Business productivity
 Cost
Rank the Demand

9. Analyze which Investments to fund
Analyze by:
 Available funding
 Return on investment
 Portfolio balance
 Risk
Should any projects be:
 Delayed
 De-scoped
 Stopped

10. Multiple Portfolios
Typically an IT portfolio
comprises of:
 Infrastructure
 "Lights on" application
maintenance
 Regulatory and mandated
initiatives
 Existing application
enhancements
 Strategic investments

11. Balance Demand with Capacity
Consider:
 Available capacity
over time
 Resource roles,
skills, and experience
 Different resource
pools
 Potential timescales

12. Compare Investment Scenarios
There is never just one way to implement a
strategy
 Consider different approaches
 Create multiple scenarios
 Compare the different outcomes
… and then decide

13. But don’t stop there…..
Ensure flexibility and agility
 The days of an annual plan are over
 Change is impacting you constantly
 Strategies change
 New demand with high priorities arise
 Portfolios must be reviewed and refined
regularly

14. Improve the process
Aim to:
 Optimise the selection of
programmes/projects
 Ensure both programme/project
selection and reviews clearly
support the organisation’s
strategic goals
 Create a portfolio management
function from a business
architecture perspective and
have right tools in place
 Build a sustainable and effective
‘ideas pipeline’

15. Summary
Investment and capacity planning must shift from an annual
exercise to become an iterative process that enables business
to respond to opportunities and mitigate risks.
Benefits:
 Achieve greater business agility
 Maximize the value of IT investments and minimize the risk
 Improve alignment to strategic objectives
 Create a culture of driving business value not individual
needs
 Improve resource allocation to priority projects
 Reduce the number of low value or redundant projects

16. Questions?
Steve Beaumont
PPM & PSA Expert
sbeaumont@email.com