This presentation presents an agile approach to the deployment of project methodologies across an entire organization. It considers different aspects of project culture, strategy, change management and technological requirements

1. Agile Deployment of Project
Portfolio Management (PPM)

2. ▪ facilitate user adoption
▪ allow you to start working ASAP (ideally same day/week)
▪ require no consultants
▪ have all the relevant features of a PPM software
▪ be affordable
Ideal software characteristics
It should:

3. ▪ facilitate user adoption
▪ allow you to start working ASAP (ideally same day/week)
▪ require no consultants
▪ have all the relevant features of a PPM software
▪ be affordable
Ideal software characteristics
It should:
However...

4. ▪ facilitate user adoption
▪ allow you to start working ASAP (ideally same day/week)
▪ require no consultants
▪ have all the relevant features of a PPM software
▪ be affordable
Ideal software characteristics
It should:
However...
The tool is necessary, not sufficient

5. 1
Design of the Organization

6. Decide what is unified and centralized
General
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
Level of maturity
✓ Terminology
✓ Tracking criteria
✓ Resource management
✓ Reports

7. Decide what is unified and centralized
General
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
Level of maturity
✓ Terminology
✓ Tracking criteria
✓ Resource management
✓ Reports
Define what is what and unify the meaning
of terms across the whole organization.

8. Decide what is unified and centralized
General
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
Level of maturity
✓ Terminology
✓ Tracking criteria
✓ Resource management
✓ Reports
What KPIs are you going to record? what do
they mean / measure precisely? How are
they calculated?

9. General
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
Level of maturity
✓ Terminology
✓ Tracking criteria
✓ Resource management
✓ Reports
Hey John, How is your project
going?
Decide what is unified and centralized
What KPIs are you going to record? what do
they mean / measure precisely? How are
they calculated?

10. General
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
Level of maturity
✓ Terminology
✓ Tracking criteria
✓ Resource management
✓ Reports
Hey John, How is your project
going?
Very well actually, it is at 50%!
Decide what is unified and centralized
What KPIs are you going to record? what do
they mean / measure precisely? How are
they calculated?

11. General
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
Level of maturity
✓ Terminology
✓ Tracking criteria
✓ Resource management
✓ Reports
Hey John, How is your project
going?
Very well actually, it is at 50%!
50% of what?? Cost, time... ?
Decide what is unified and centralized
What KPIs are you going to record? what do
they mean / measure precisely? How are
they calculated?

12. General
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
Level of maturity
✓ Terminology
✓ Tracking criteria
✓ Resource management
✓ Reports
Hey John, How is your project
going?
Very well actually, it is at 50%!
50% of what?? Cost, time... ?
Decide what is unified and centralized
What KPIs are you going to record? what do
they mean / measure precisely? How are
they calculated?

13. Decide what is unified and centralized
General
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
Level of maturity
✓ Terminology
✓ Tracking criteria
✓ Resource management
✓ Reports
What resources are going to be shared
across the organization? What will be
centralized?

14. Decide what is unified and centralized
General
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
Level of maturity
✓ Terminology
✓ Tracking criteria
✓ Resource management
✓ Reports
All reports should follow the same format to
help the communication across departments
/ Stakeholders

15. Decide what is unified and centralized
General
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
Level of maturity
✓ Terminology
✓ Tracking criteria
✓ Resource management
✓ Reports
Other elements that could be centralized:
✓ Approval criteria
✓ Supplier rates / Standard costs
✓ Document formats

16. Decide what is unified and centralized
General
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
Level of maturity
✓ Terminology
✓ Tracking criteria
✓ Resource management
✓ Reports
Other elements that could be centralized:
✓ Approval criteria
✓ Supplier rates / Standard costs
✓ Document formats
First the “what” and then the “how”

17. ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
General
Level of maturityMethodologies: Agile, Predictive (Gantt)... or both?
Uncertainty
High Low

18. Effective in
in situationswith HIGH
uncertainty
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
General
Level of maturityMethodologies: Agile, Predictive (Gantt)... or both?
Agile
Uncertainty
High Low

19. Effective in
in situationswith HIGH
uncertainty
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
General
Level of maturityMethodologies: Agile, Predictive (Gantt)... or both?
Agile
Effective in
in situationswith LOW
uncertainty
Predictive
Uncertainty
High Low

20. Effective in
in situationswith HIGH
uncertainty
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
General
Level of maturityMethodologies: Agile, Predictive (Gantt)... or both?
Agile
Effective in
in situationswith LOW
uncertainty
Predictive
Uncertainty
High Low
✓ Both should be used and measured equally

21. Effective in
in situationswith HIGH
uncertainty
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
General
Level of maturityMethodologies: Agile, Predictive (Gantt)... or both?
Agile
Effective in
in situationswith LOW
uncertainty
Predictive
Uncertainty
High Low
✓ Both should be used and measured equally
✓ Both have very different dynamics, project managers need to know how to adapt

22. Effective in
in situationswith HIGH
uncertainty
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
General
Level of maturityMethodologies: Agile, Predictive (Gantt)... or both?
Agile
Effective in
in situationswith LOW
uncertainty
Predictive
Uncertainty
High Low
✓ Both should be used and measured equally
✓ Both have very different dynamics, project managers need to know how to adapt
✓ Both can (and should) coexist within the same portfolio

23. What skills should a Project Manager have?
✓ Track progress
✓ Economic management
✓ Manage Procurement / revenue
✓ Manage risks
✓ Communicate his project (Formal and Informal
communication)
✓ Manage resources
Average
Level of maturity
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
The project manager should know about the technical content of
the project.
Also he should be able to:

24. Is a Project Management Office (PMO) necessary?
The answer is different for each company, you should consider the following elements:
✓ Level of Project Management maturity
✓ Chaos and disarray in the company
✓ Organizational complexity
✓ Type of business
✓ Project co-dependence
✓ Project leaders
✓ Strategic alignment
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
High
Level of maturity

25. Is a Project Management Office (PMO) necessary?
The answer is different for each company, you should consider the following elements:
✓ Level of Project Management maturity
✓ Chaos and disarray in the company
✓ Organizational complexity
✓ Type of business
✓ Project co-dependence
✓ Project leaders
✓ Strategic alignment
A PMO allows levels of coordination that are difficult to reach with an
ordinary organizational structure.
A PMO provides strategic focus.
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
High
Level of maturity

26. Methods and Method Frameworks
They provide:
✓ Process standardization
✓ Existing models High
Level of maturity
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT

27. Methods and Method Frameworks
They provide:
✓ Process standardization
✓ Existing models
But, are these best practices or standard practices?
High
Level of maturity
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT

28. 2
Change Management

29. Prerequisites for a successful transition
1. Top management should support project-based management
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
General
Level of maturity

30. Prerequisites for a successful transition
1. Top management should support project-based management
2. Deployment must have a leader.
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
General
Level of maturity

31. Prerequisites for a successful transition
1. Top management should support project-based management
2. Deployment must have a leader.
3. If you lack the above, don’t even try: resistance from the organization will prevent you
from achieving success.
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
General
Level of maturity

32. Prerequisites for a successful transition
1. Top management should support project-based management
2. Deployment must have a leader.
3. If you lack the above, don’t even try: resistance from the organization will prevent you
from achieving success.
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
General
Level of maturity
Obtain support from company management before
taking any action!

33. Bottom-up approachTop-down approach
Approaches - “pincer” effect
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
General
Level of maturity

34. Bottom-up approachTop-down approach
Approaches - “pincer” effect
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
General
Level of maturity
✓ Compulsory (from top mgmt)
✓ Presence of control models
✓ Report-based Tracking
✓ Risks
✓ Documents
✓ Budgets
✓ Progress...

35. Bottom-up approachTop-down approach
Approaches - “pincer” effect
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
General
Level of maturity
✓ Compulsory (from top mgmt)
✓ Presence of control models
✓ Report-based Tracking
✓ Risks
✓ Documents
✓ Budgets
✓ Progress...
✓ Evangelization
✓ Training
✓ Active listening
✓ Reality

36. Bottom-up approachTop-down approach
Approaches - “pincer” effect
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
Both should be used jointly
General
Level of maturity
✓ Compulsory (from top mgmt)
✓ Presence of control models
✓ Report-based Tracking
✓ Risks
✓ Documents
✓ Budgets
✓ Progress...
✓ Evangelization
✓ Training
✓ Active listening
✓ Reality

37. Take a Running Start
1. Choose your first move wisely
2. Involve well-trained, aligned people
3. Choose sensitive projects as test-candidates
4. Enable comparison with reliable metrics
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT
General
Level of maturity

38. Give back part of what you receive
✓ To Management  Portfolio view
✓ To Project Managers  Planning, control, resources
✓ To Team Members  Collaboration, visibility
✓ To Stakeholders  Information
General
Level of maturity
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT

39. Give back part of what you receive
✓ To Management  Portfolio view
✓ To Project Managers  Planning, control, resources
✓ To Team Members  Collaboration, visibility
✓ To Stakeholders  Information
Everyone in the organization has to see the benefits of PPM
General
Level of maturity
ORGANIZATION | CHANGE MANAGEMENT| ONGOING IMPROVEMENT

40. 3
Ongoing Improvement

41. Alone or with help?
ORGANIZATION | CHANGE MANAGEMENT| CONFIGURATION| ONGOING IMPROVEMENT

42. Alone or with help?
If you get on it every day, the
tool will work: you will get in
shape.
ORGANIZATION | CHANGE MANAGEMENT| CONFIGURATION| ONGOING IMPROVEMENT

43. Alone or with help?
If you get on it every day, the
tool will work: you will get in
shape.
If you lack the time, energy,
resources or ability to convince
others, you need help.
ORGANIZATION | CHANGE MANAGEMENT| CONFIGURATION| ONGOING IMPROVEMENT

44. Alone or with help?
ITM Platform's Implementation Service – delivered online or
through partners - can get you started in seven days
If you get on it every day, the
tool will work: you will get in
shape.
If you lack the time, energy,
resources or ability to convince
others, you need help.
ORGANIZATION | CHANGE MANAGEMENT| CONFIGURATION| ONGOING IMPROVEMENT

45. Conclusions
1. Decide and define what is centralized / standardized
2. Adopt an organizational model
3. Embark on simple processes
4. Ensure you have support from company management
5. Offer training, convince others and add value.
6. Consider whether you need help
7. Use the Kanban template available in ITM Platform
Start a free trial of ITM Platform

46. Ask for your deployment Kanban template*!
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*Available under request in trial version

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