This document discusses BMW's Global Project Portfolio Management Process (GPPMP). The GPPMP includes demand management, multi-project management, and individual project management. It provides benefits such as knowledge sharing, early issue identification, transparency, prioritization, and alignment. SF3 CN follows the GPPMP, which includes demand collection, portfolio prioritization and quality assurance, budget meetings, and confirmation. Mechanisms for review include monthly steering committee reviews, annual demand collection, quality assurance, and regular project status updates.

1. DMPEF 2016 REVISION
PEF
SF3 CN, Oct

2. SF3 CN GRIPPS TOM R&R Page 2
WHAT IS PROJECT PORTFOLIO MANAGEMENT
INTERACTION & BENEFITS
 Project Management Institute (PMI)
view on interaction between PPM,
Program Management and Project
Management
Use the right
resources
Do the right
projects
Do the
projects right
• Identification and transfer of best-practice
approaches and market experience
• Early identification of problematic projects so that
counter measures can be initiated
• Broad qualification of the employees
• Permanent knowledge of the GPPM methodology
all over the world
• Transparency about running and planned projects
across BMW Group Financial Services
• GPPM process integrated into the Strategy process
• Prioritization
• Opportunity to align projects with IT- , Business
Landscape and SF-strategy
 BMW Regional view on Benefits from Global
Project Portfolio Management Process(GPPMP)
PORTFOLIO
MANAGEMEN
T
PROJET
MANAGEME
NT
Reporting
Monitoring
&
Coaching
PROGRAM
MANAGEME
NT

3. SF3 CN GRIPPS TOM R&R Page 3
GLOBAL PROJECT PORTFOLIO MANAGEMENT
PROCESS
1 2
3
 SF3 CN follow the group-wide standard
process which is GPPMP for project portfolio
management within local Market
 GPPMP includes the following work stream
- Demand Management: local PPM act as
the single contact point with Regional &
Central within local market
1
3
2 - Multi Project Management: Continuous reporting in line FG providing
required transparency for Management. Local PPM is the process owner of
Multi Project Management
- Project Management: individual project execution. IT Project Managers
shall follow the standard Project Execution Frame (PEF) to manage SF3 CN
projects and take the whole responsibilities of individual project management

4. SF3 CN GRIPPS TOM R&R Page 4
IT PROJECT MANAGEMENT ORG CHART
PROPOSAL
Option 1 Option 2
Steering
Committee
Project
Portfolio
Management
(PPM)
IT Project
Manager
Biz Project
Manager
Subject
Matter
Expert
(SME)
Escalation Board
• Business line 1
Managers
• Business
Relationship
Management
(BRM-FG)
• PPM
Test
Manager
Enterprise
Architect
(EA)
Start-up
Manager
(SUM)
Security
Manager
(SMP)
Project
Team
Quality
Assurance
(QAP)
Steering
Committee
IT Project
Manager
Biz Project
Manager
Subject
Matter
Expert
(SME)
Escalation Board
• Business line 1
Managers
• Business
Relationship
Management (BRM-
FG)
• PPM
Test
Manager
Enterprise
Architect
(EA)
Start-up
Manager
(SUM)
Security
Manager
(SMP)
Project Team
PMO
(Ops, non-
Ops & Cofis)
Quality
Assurance
(QAP)
Project
Portfolio
Management
(PPM)

5. SF3 CN GRIPPS TOM R&R Page 5
MECHANISMS FOR REVIEW
Multi Project Management
 Monthly Project Steering
Committee Review by SF3
Management Team
 Annual Project Demand Collection
 Regular PEF Workshop
Arrangement
Central/ Regional PMO
 Project Prioritization
 Quality Assurance on GRIPPS
Ticket
 SF CAB Review
 Regional Budget Meeting
 GOC Central Confirmation
Within each individual
IT Project Management
 Weekly Regular Project Status Update
 QAP review
 GRIPPS System Monthly 25th Update
 Regular Project Team Review
 Etc.
IT Project Management -1 IT Project Management -2 IT Project Management -N…
SF3 CN PEF
KPI
Coaching&
Assessment
Continuous Improvement

6. Page 6
THANK YOU
SF3 CN GRIPPS TOM R&R