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
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
This is a project portfolio management capability framework with full definitions. It can be used by organizations to establish a common set of terms and definitions so that agreement and understanding what is being built is achieved before undertaking a project portfolio management improvement initiative.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
This series of presentations was given on 15th May as part of the APM PMO SIG's 1 day conference entitled 'PMO in Practice'. This conference sought to demonstrate how PMO people have taken theory and implemented it in their organisations.
The APM PMO SIG designed this conference to cover the following topics:
Benefits management
Demonstrating the value of PMO
Project definition
Developing PMO maturity
During the day each speaker discussed their personal experience in implementing a specific function or service and give delegates practical tips and advice that they can take to their own PMO organisation.
Speakers on the day were:
Stuart Dixon, APM PMO SIG chair (at the time)
Emma Arnaz-Pemberton, EU PMO Manager Office Depot (now the PMO SIG's new chair)
Huw James, Head of Programme Management at Network Rail
Chris Mills, Managing Consultant for BMT Hi-Q Sigma Ltd
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
This is a project portfolio management capability framework with full definitions. It can be used by organizations to establish a common set of terms and definitions so that agreement and understanding what is being built is achieved before undertaking a project portfolio management improvement initiative.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
This series of presentations was given on 15th May as part of the APM PMO SIG's 1 day conference entitled 'PMO in Practice'. This conference sought to demonstrate how PMO people have taken theory and implemented it in their organisations.
The APM PMO SIG designed this conference to cover the following topics:
Benefits management
Demonstrating the value of PMO
Project definition
Developing PMO maturity
During the day each speaker discussed their personal experience in implementing a specific function or service and give delegates practical tips and advice that they can take to their own PMO organisation.
Speakers on the day were:
Stuart Dixon, APM PMO SIG chair (at the time)
Emma Arnaz-Pemberton, EU PMO Manager Office Depot (now the PMO SIG's new chair)
Huw James, Head of Programme Management at Network Rail
Chris Mills, Managing Consultant for BMT Hi-Q Sigma Ltd
Portfolio optimization is one of the core processes of portfolio management. In order for organizations to drive greater value from their portfolio management processes, they must learn how to optimize their project portfolio. To optimize means to “make the best or most effective use of a situation, opportunity, or resource (Dictionary.com).” Optimizing a project portfolio is to construct an optimal portfolio given current limitations and constraints. An “optimal” portfolio for your organization will depend upon the goals of your portfolio. Not every organization will optimize their portfolio in the same way, but there are four basic types of portfolio optimization:
1) Cost-Value Optimization: this is the most popular type of portfolio optimization and utilizes efficient frontier analysis. The basic constraint of cost-value optimization is the portfolio budget.
2) Resource Optimization: this is another popular way of optimizing the portfolio, and utilizes capacity management analysis. The basic constraint of resource optimization is human resource availability.
3) Work Type Optimization: this is a lesser known way of optimizing the portfolio, but corresponds to a more common term, portfolio balancing. The basic constraints of work-type optimization are categorical designations.
4) Schedule Optimization: this type of optimization is associated with project sequencing, which relates to project interdependencies. The basic constraints of schedule optimization are project timing and project dependencies.
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...David Dunning
UPDATE HERE - https://www.slideshare.net/djdunning/introduction-to-the-core-p3m-data-model-and-business-integrated-p3m-governance-205320473
Link to higher resolution copy here: https://1drv.ms/b/s!AscRj7Bfp6vQgo0dXpjt3OGJ8t7zxA?e=0NmVrt
The Core P3M Data Club was formed to create a data standard for portfolio, programme and project management. This enables us to more effectively deliver business integrated governance for Business as Usual and Change. This means our journey from Main Board objectives, targets and challenges can be delivered through portfolios, programmes and projects in the context of finance, management teams, support and assurance more easily and effectively. This will deliver more strategy outcomes, greater business agility, lower management overhead and efficiency benefits.
Using the backbone taken from APM Directing Change, this document outlines the 'why', provides a framework overview, and explains all of the components (uploaded elsewhere).
Find out more and collaborate here: https://www.linkedin.com/groups/13651399/
Given at the 2011 Project World conference in Orlando, Florida with a focus on right-sizing a portfolio management (PPM) implementations and processes.
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
What changes are needed to your PMO to allow agile projects to be successful and for your business to get the most out of Lean Thinking. These combined approaches can boost the ROI of your entire business.
هذه المحاضرة تتناول الاتجاهات الحديثة في إدارة المشاريع حيث تحدثت فيها عن:
• مقدمة بسيطة عن التحول الرقمي
• الوضع الحالي لإدارة المشاريع بتقييم من ال
PMI
• أهم ثلاثة عوامل في نجاح المشاريع مستقبلا
• طرق العمل الجديدة لإدارة المشاريع
• دور مكتب إدارة المشاريع مستقبلا
• التعامل مع التحول الرقمي
• المهارات المطلوبة لمدراء المشاريع للتعامل مع التحول الرقمي
• حديث عن ال
Gig Economy
لحضور المحاضرة يمكنك الدخول على رابط الفيديو
https://youtu.be/rMD6sXSMLLA
Technology Multipliers PPM solutions help optimize the value of your project portfolio and increase pipeline productivity. Our solutions utilize ProModel's project and portfolio simulation tools and Microsoft's project management tools. This Technology Multipliers webinar provides a comprehensive overview of project portfolio management concepts, process, and keys to success for technology companies.
Introduction to Enterprise Agile FrameworksMehul Kapadia
* Need for Enterprise Agility
Agile practices have been adopted by organizations of all sizes.
For medium to large enterprises, team level agile practices have been stretched with custom fit processes and practices as needed to fulfill the gaps in end to end delivery life cycle.
* Agile@Scale
Enterprise Agile Frameworks have emerged to address the challenge of replicating agile success at organization level.
We will review following frameworks:
• SAFe – Scaled Agile Framework
• DAD – Disciplined Agile Delivery
• LeSS – Large Scale Scrum
* Attendees will leave this presentation with a clear understanding of current trends in organizational agility and will be able to take back the lessons learnt from speaker’s experience of SAFe implementation.
Portfolio optimization is one of the core processes of portfolio management. In order for organizations to drive greater value from their portfolio management processes, they must learn how to optimize their project portfolio. To optimize means to “make the best or most effective use of a situation, opportunity, or resource (Dictionary.com).” Optimizing a project portfolio is to construct an optimal portfolio given current limitations and constraints. An “optimal” portfolio for your organization will depend upon the goals of your portfolio. Not every organization will optimize their portfolio in the same way, but there are four basic types of portfolio optimization:
1) Cost-Value Optimization: this is the most popular type of portfolio optimization and utilizes efficient frontier analysis. The basic constraint of cost-value optimization is the portfolio budget.
2) Resource Optimization: this is another popular way of optimizing the portfolio, and utilizes capacity management analysis. The basic constraint of resource optimization is human resource availability.
3) Work Type Optimization: this is a lesser known way of optimizing the portfolio, but corresponds to a more common term, portfolio balancing. The basic constraints of work-type optimization are categorical designations.
4) Schedule Optimization: this type of optimization is associated with project sequencing, which relates to project interdependencies. The basic constraints of schedule optimization are project timing and project dependencies.
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...David Dunning
UPDATE HERE - https://www.slideshare.net/djdunning/introduction-to-the-core-p3m-data-model-and-business-integrated-p3m-governance-205320473
Link to higher resolution copy here: https://1drv.ms/b/s!AscRj7Bfp6vQgo0dXpjt3OGJ8t7zxA?e=0NmVrt
The Core P3M Data Club was formed to create a data standard for portfolio, programme and project management. This enables us to more effectively deliver business integrated governance for Business as Usual and Change. This means our journey from Main Board objectives, targets and challenges can be delivered through portfolios, programmes and projects in the context of finance, management teams, support and assurance more easily and effectively. This will deliver more strategy outcomes, greater business agility, lower management overhead and efficiency benefits.
Using the backbone taken from APM Directing Change, this document outlines the 'why', provides a framework overview, and explains all of the components (uploaded elsewhere).
Find out more and collaborate here: https://www.linkedin.com/groups/13651399/
Given at the 2011 Project World conference in Orlando, Florida with a focus on right-sizing a portfolio management (PPM) implementations and processes.
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
What changes are needed to your PMO to allow agile projects to be successful and for your business to get the most out of Lean Thinking. These combined approaches can boost the ROI of your entire business.
هذه المحاضرة تتناول الاتجاهات الحديثة في إدارة المشاريع حيث تحدثت فيها عن:
• مقدمة بسيطة عن التحول الرقمي
• الوضع الحالي لإدارة المشاريع بتقييم من ال
PMI
• أهم ثلاثة عوامل في نجاح المشاريع مستقبلا
• طرق العمل الجديدة لإدارة المشاريع
• دور مكتب إدارة المشاريع مستقبلا
• التعامل مع التحول الرقمي
• المهارات المطلوبة لمدراء المشاريع للتعامل مع التحول الرقمي
• حديث عن ال
Gig Economy
لحضور المحاضرة يمكنك الدخول على رابط الفيديو
https://youtu.be/rMD6sXSMLLA
Technology Multipliers PPM solutions help optimize the value of your project portfolio and increase pipeline productivity. Our solutions utilize ProModel's project and portfolio simulation tools and Microsoft's project management tools. This Technology Multipliers webinar provides a comprehensive overview of project portfolio management concepts, process, and keys to success for technology companies.
Introduction to Enterprise Agile FrameworksMehul Kapadia
* Need for Enterprise Agility
Agile practices have been adopted by organizations of all sizes.
For medium to large enterprises, team level agile practices have been stretched with custom fit processes and practices as needed to fulfill the gaps in end to end delivery life cycle.
* Agile@Scale
Enterprise Agile Frameworks have emerged to address the challenge of replicating agile success at organization level.
We will review following frameworks:
• SAFe – Scaled Agile Framework
• DAD – Disciplined Agile Delivery
• LeSS – Large Scale Scrum
* Attendees will leave this presentation with a clear understanding of current trends in organizational agility and will be able to take back the lessons learnt from speaker’s experience of SAFe implementation.
An Introduction to SAFe: The Scaled Agile FrameworkTechWell
Many organizations have achieved agility at the team level only to be unable to achieve it across teams. The Scaled Agile Framework (SAFe) provides both a vision and method for how to achieve this. SAFe is the first documented framework that can be used to scale agile throughout an organization. It is a combination of lean, kanban, and Scrum—lean to provide a context for an organization, kanban to manage the flow of projects, and Scrum to provide agile at the team level. Beginning with an introduction to lean and kanban, Ken Pugh explains why they are required for agile at scale. Ken then describes the framework of SAFe—specifically how it creates a structure to manifest the behaviors required for agile at scale. In particular, learn how to coordinate your organization’s portfolio, programs, and projects. Ken concludes by discussing when it is advisable to use the framework and when a more emergent method is preferable.
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.
Ben Chamberlain, UMT360: PPM + Financial Intelligence = Greater ROIUMT
Ben Chamberlain, UMT360 gave this presentation at Microsoft and UMT event Project Portfolio Management Exchange at Microsoft San Francisco office on January 14, 2014.
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.
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.
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.
Stanford-SDG Webinar Six critical principles of strategic portfolio managementSmartOrg
Stanford center for professional development and Strategic Decisions Group (SDG) presented this webinar on the six principles of strategic portfolio management. The webinar was led by David Matheson of SmartOrg was a part of the Stanford strategic decision & risk management certificate program.
The three basic dimensions of great portfolio results - How, what and who?
How do you choose your projects, especially when you have too many projects but not enough resources? How do you choose between two good projects? Which approaches produces the best results in your portfolio management?
In this webinar, David Matheson provides key insights and discusses the six critical principles of strategic portfolio management.
Introduction to SAFe, the Scaled Agile Frameworksrondal
Sans doute vous identifiez vous dans une ou plusieurs des situations suivantes:
- plusieurs équipes Scrum travaillent dans votre entreprise, parfois sur un même projet ou des projets connexes
- la coordination entre équipes Scrum n'est pas optimale
- vous-même, ou certains stakeholders, ont besoin d'une vue plus long terme sur vos projets Agile, plus que "juste le prochain sprint"
- sur base du succès de Scrum dans votre entreprise, vous voulez allez plus loin et vous voulez rendre plus agile l'entièreté de votre entreprise
Si c'est le cas, venez découvrir le framework SAFe.
Après une présentation du framework et de ses fondements, vous serez en mesure de mieux le comprendre, et de voir ce qu'il peut apporter ou non à votre entreprise.
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.
"Interfaces Between Strategic Manaement of an Enterprise and Managing Project Portfolios Within th Enterprise," Istanbul keynote slides, April 1, 2010
What are the differences between project and program management? How are they similar? What strategies are necessary for a successful transition from one to the other?
This presentation will address those questions and in addition provide practical guide lines and tips to those individuals aspiring be successful program managers as well as organizations that are in transition.
This presentation was delivered as part of the corporate training that i conduct.
The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.
Many organizations claim that they practice project & portfolio management (PPM), but it frequently turns out that they are only carrying out consolidated project management. True portfolio management is a much more strategic approach, which regards the project portfolio as the means of executing upon organizational goals.
This distinction, though minor on its surface, is profound in its implications. Organizations that fail to adopt portfolio management risk making costly mistakes throughout all aspects of project delivery – including approving the wrong projects, managing them incorrectly, failing to recognize business-related warning signs, and consistently failing to achieve expected results.
Learn how to:
Achieve a strategic portfolio management focus
Manage PPM as an end-to-end process, from ideas to benefit realization
Create consistency in developing proposals and business cases
Focus on business outcomes rather than project deliverables
Build a successful portfolio management culture at the grass roots level
Outline of PPM, Project and Portfolio Management and it's use in Project Management disciplines
If you would like a copy of the slides, please email me
The introduction of a project management framework will provide a structured and managed approach for projects within your company.
With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.
VUCA is just a perception. SC-square is another one (stable, certain, simple and clear), we live between them.
Wisdom is the goal of every sane human, defined as the capability to master your own life.
Psychologists found 10 capabilities to build wisdom.
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
3. Large & mature IT organization at Japan
HQ
Overall guidance from Japan HQ based on
Japanese culture
Full scope of business activities in Japan
(research, production, sales)
Architectures mostly based on experience
& culture in Japan
Cultural consistent environment
Small & relatively young structures in
‚overseas‘ (Europe, US)
Regional environment & dependencies
(Europe: multi-language, -culture, -
legislation)
Focus on sales activities ‘overseas’ drives
different IT support needs
‘Practical’ solutions with immediate quick
wins are preferred
Cultural diverse environment
Challenges for European affiliates of Japanese corporations lead to the
need of lean approaches and patience by trying to implement
Organizational Project Management
4. Organizational Project Management comprises Project, Program
and Portfolio Management. All three layers have to be approached
to enhance Project Management maturity within an organization.
Portfolios
Programs
Projects
Strategy
Project Management (PM):
Processes, Workproducts, Standards,
community - profession
Program Management (PgM):
Integration and Interfaces, benefits
realization, strategic functions
Project Portfolio Management (PPM):
Link to Business & Strategy, Populate
and Manage Portfolio
5. PM Tool
Project Staff Development:
Basic education, career development,
certification
At a specific organization, approaching organizational project
management started with Program Management, was followed by
implementation of a tool and then approached Project Management
Project Management Basics:
Standards, processes, templates
(workproducts), tools
Program Management System (PMS):
Integration and Interfaces, benefits realization,
strategic functions
Project Portfolio Management (PPM):
Link to Business, Populate and Manage
Portfolio
2002 2005
Tactical,
deliverables
Strategic,
benefits
2012?
Business
Transformation
Centre
6. AgilityEffectivenessEfficiencyWhat is it
about
Organization (CEO, COO)Strategic Objective Owner
(Business Exec Sponsor)
Program Manager or
Project Sponsor
Sponsor
Prioritization of Projects
& Management of
Resources
Value and Benefits
Interfaces
Integration
Scope and deliverablesFocus of
Mgmt
In periods, based on
management cycle
In stages/projects, based
on program plans
In phases, based on
milestones
Decision-
making
InfiniteTemporary, can be
stopped when objectives
are met
Finite, short termDuration
Permanently attempt to
reach the mission of the
organization
Achieve previously agreed
and defined strategic
objectives, business
results
Deliver previously
agreed and defined
workproducts
Objective
PortfolioProgramProject
„A Program is a group of projects managed in a coordinated way
to obtain benefits not available from managing them individually.
Many programs also include elements of ongoing operation.“
7. Selecting the right Program Manager is a critical success
factor. Research* indicates that even enhanced Project Management
Capabilities are not sufficient for Program Managers:
• Program management work encompasses and extends the agenda, horizon and
disciplines of project management
• Program work is seen as shaping, aligning, mediating, developing, nurturing, seizing
opportunities. From within a conception of successful Program Managers, Program work
shares many characteristic of strategy implementation and strategic management
• Success, or even excellence, in ‘project management’ is unlikely to be, on its own, a
relevant guide to prospective or potential performance in managing complex strategic
programs
Example 1: Attitude to Funding:
Project Mgr: Budget driven; manages allocated funds
Program Mgr: Creates funding from achievement – self financing
Example 2: Attitude to Scope:
Project Mgr: Defined at outset and fixed until changes authorized
Program Mgr: Shaped to meet emerging and changing business needs
* UNDERSTANDING AND ASSESSING PROGRAMME MANAGEMENT COMPETENCE.,
PMI Congress 2003 – Europe, Sergio Pellegrinelli et al.
8. (Multi)
Project Management
Server
Op‘s
Applic.
Mainten.
User
Help
DeskProject 4
.........Project 1
Operational Layer Functions
(Projects, Teams, Production)
Project 3
Project 5
Project 6
Project 2
Sponsors Stakeholders,
e.g. Users
Business
Steering
Committee
The way often seen to manage complex business initiatives
concentrates on Project Management, not Program Management
and leaves out the focus on Transition & delivering Business Results
Transition
Business
Results
Funding
10. How Strategic Layer Functions work: Business requests are
considered by SLF1 (business strategy), evaluated by SLF2
(architecture) and communicated thru SLF3 (Organ. Change Mgmt.)
SLF1
Business Evaluation
•Go/No Go Decision
Stakeholders
(Users, Management,
etc.)
Technical
Implementation
(Projects)
SLF 2
•Technical Evaluation
•Go/No Go Decision
SLF 3
•Information and
Communication
•Education
•Stakeholder Care
Business
(Process &
Transformation)
Owners
Business
Change
Implementation
Requests
Changes
Sponsor
go / nogo
Feedback loop
11. The Test & Transition Mgmt. (SLF 7) owns the end-to-end test
and transition processes. Architecture (SLF2) sets the
standards for the operational environment.
Production / Operations
100% SLA
End2end
Test
Test
GoLive
Prep
After
GoLive
Support
Imple
ment
Hand
over
Project(s)
Design Stabilization
SLF 7
Production/
Maintenance
Require
ments
SLF 2
Transition(s)
Businessvalue
12. Project Management Leadership
Exchange 2004
12
BTC: Business Transformation Center, represents business,
owns PPM decisions and process
CCC: Customer Competence Center, part of IT Organization
Supported by the processes and structures of
PPM: Project Portfolio Management, Prioritizes business initiatives
PMS: Program Management System, Manages business initiatives
BTC CCC
PMS
PPM
Implementation of a Business Transformation Centre (BTC)
leads to improved interfaces between business and IT and is a
first step to ownership of Portfolio Management
Business
IT
SLF1
Business
Strategy
13. Active and
Proposed
Work
Approved
Portfolio
Prioritization
Business
Decision
Criteria
Control work
Collect
Assess
Manage
Project Portfolio
Management System
(PPMS)
Regular
Reports
Reviews
Benefits
Realization /
Portfolio Health
Reallocate Resources
Adjust Priorities
Remove Completed Projects
Cancel Projects
Business
Strategy &
Objectives
ProposeStrategychange
Funding /
Sponsors
Resource
capacity
Project Portfolio Management can be seen as a repetitive sequence of
activities and decisions to ensure that the right work is selected,
executed and monitored and delivering the benefits as promised.
14. Active and
Proposed
Work
Approved
Portfolio
Prioritization
Business
Decision
Criteria
Control work
Collect
Assess
Manage
Project Portfolio
Management System
(PPMS)
Regular
Reports
Reviews
Benefits
Realization /
Portfolio Health
Reallocate Resources
Adjust Priorities
Remove Completed Projects
Cancel Projects
Business
Strategy &
Objectives
ProposeStrategychange
Funding /
Sponsors
Resource
capacity
To start a beneficial Portfolio Management cycle, business objectives
have to be formulated and transformed into business decision criteria
used to select & prioritize the portfolio of projects to be executed
15. Active and
Proposed
Work
Approved
Portfolio
Prioritization
Business
Decision
Criteria
Control work
Collect
Assess
Manage
Project Portfolio
Management System
(PPMS)
Regular
Reports
Reviews
Benefits
Realization /
Portfolio Health
Reallocate Resources
Adjust Priorities
Remove Completed Projects
Cancel Projects
Business
Strategy &
Objectives
ProposeStrategychange
Funding /
Sponsors
Resource
capacity
The components of the approved project portfolio will be monitored
regularly by the means of a Project Portfolio Management System
(PPMS)
16. Active and
Proposed
Work
Approved
Portfolio
Prioritization
Business
Decision
Criteria
Control work
Collect
Assess
Manage
Project Portfolio
Management System
(PPMS)
Regular
Reports
Reviews
Benefits
Realization /
Portfolio Health
Reallocate Resources
Adjust Priorities
Remove Completed Projects
Cancel Projects
Business
Strategy &
Objectives
ProposeStrategychange
Funding /
Sponsors
Resource
capacity
Regular reviews of benefits realization status and portfolio health may
lead to proposed changes to the strategy, and will result in
adjustments to the project portfolio.
17. • Used to drive project (scope, design, etc)
• Started in Analysis Phase, addressed
throughout all phases of the project
• Used to engage executives throughout
project and to secure support
• Flexible, on-going and accurate
• All benefits owned, measured and tracked
• Business can point to project benefits
and have measurements to show benefit
recognition
• Project Justification
• Completed in Analysis Phase and put in
binder (then on a shelf collecting dust!)
• Executive support of benefit case to
secure funding of project
• Static; a point in time
• Benefits generally not measured
• Management left wondering what they
received for their money and where
the expected benefits went
Benefits
Realisation
Business
Case
Benefits Realization (BR) takes the Business Case to the next
dimension by specifying objectives to a stage of granularity, assigning
(business) owners and creating a BR track
18. PM Tool
Project Staff Development:
Basic education, career development,
certification
All three layers of Organizational Project Management are addressed
in parallel while recognizing where they depend on each other.
Project Management Basics:
Standards, processes, templates
(workproducts), tools
Project Portfolio Management (PPM):
Link to Business, Populate and Manage
Portfolio
2002 2005
Tactical,
deliverables
Strategic,
benefits
2012?
Business
Transformation
Centre
Program Management System (PMS):
Integration and Interfaces, benefits realization,
strategic functions
19. Takeaways
• Organizational PM maturity requires improvements in all 3 layers of
strategic PM: Project, Program and Portfolio Management
• Each of these layers may be started in parallel, but they depend on
each other if further developed
• Quick wins for Project, Program and Portfolio Management should be
put in the context of Organizational PM to prepare presentation of a full
concept for achieving OPM maturity
• Business benefit realization is a major contribution of fully
implemented Project Portfolio Management
• Portfolio Management provides a strong linkage to business strategy
and objectives by selecting the right work to do and by monitoring if
benefits are realized