The document outlines a strategy delivery model using portfolio, programme and project management (P3M) principles. It proposes a tiered model with the executive setting strategy and portfolios, oversight groups managing programmes, programme boards overseeing project delivery, and projects implementing outputs. A project assessment framework provides consistency in scoping and approving projects. Benefits realization management is used to monitor how outputs deliver outcomes and benefits across different levels from projects to portfolios. The model is designed to bring order and accountability to strategy delivery through programmes and projects.
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
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
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
Why is our defense procurement system broken and what do we need to understand before we attempt to "right the ship." A properly architected Project Management Office would be a good place to start and put operational decisions for programs at the correct level.
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
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
Given at the 2011 Project World conference in Orlando, Florida with a focus on right-sizing a portfolio management (PPM) implementations and processes.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
Novare Consulting are an Accredited Consultancy Partner for AXELOS. P3M3 is the world class Portfolio, Programme and Project Management Maturity Model used to support organizations who wish to improve their track record for delivering successful change.
Please read the slides to find out more, and contact us to enquire how we can help you
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
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
Given at the 2011 Project World conference in Orlando, Florida with a focus on right-sizing a portfolio management (PPM) implementations and processes.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
Novare Consulting are an Accredited Consultancy Partner for AXELOS. P3M3 is the world class Portfolio, Programme and Project Management Maturity Model used to support organizations who wish to improve their track record for delivering successful change.
Please read the slides to find out more, and contact us to enquire how we can help you
Building the case for improving your project management maturity (P3M3) - PMI...Wired Consulting
Using key findings from recent maturity assessments the presentation will outline the frameworks for examining the maturity of an organizations’ Portfolio, Program and Project Management capability.
It will describe how the maturity of an organisation is assessed, the key components of the maturity levels and the actions that organisations have taken to improve their maturity level.
The presentation will help you understand:
How much project governance does your organisation have and how does that reflect on the level of project management capability in the organisation?
What level of capability in Portfolio, Program and Project Management is right for your organisation?
What can you implement in the next 90 days to see a rapid improvement in your maturity level?
SoftLayer, an IBM CompanyIaaS provider offers load-balancing services powered by Array ADCs, and leverages Array
SSL VPNs to enable on-the-fly provisioning
and remote management for customer and
provider administrators.
On the 9thOctober, Neil White, a Change Management specialist and APM Enabling Change SIG committee member, gave a presentation entitled ‘The need for Why and the importance of How’ in which he described how answers to these two key questions helps pave the way for successful change outcomes.
The backdrop for this presentation is the rate and scale of world change with the scene being set for it to change much faster. Neil described how much change is a product of our Capitalist way of living and as long as profit is favoured over societal values then we must be prepared to tolerate continual change.
The presentation started with a ‘just for fun’ quiz to guess the dates of some of the top 25 inventions of all time. A ‘throwable’ microphone was used to good effect to let people share their thoughts on what the benefits and disbenefits of each invention had been. The dates of these inventions were plotted on a graph to describe the exponential increase in technologically determined change. It was emphasised that Technology enabled innovation – continues to revolutionise the way we work and has opened up vast number of new markets. It has reduced cost and raised expectations and is undoubtedly the greatest catalyst for change in modern times – today though, such developments almost always result in a loss of jobs.
The impact that globalisation is having on the world and that we were increasingly exposed to world events which we have little warning and no control over but to which we have little choice but to respond was described. Globalisation (enabled through technology) is one of today’s greatest change drivers. Our customers are now our competitors; they have learned to innovate for themselves and of course we had already enabled their ability to manufacture!
How certain aspects of economically driven change can be forecast and how the scene is set for a good period of growth and prosperity was described. However, where the wealth is down to technological progress it almost always increases the wealth of the already wealthy.
Neil referred to a number of specific change management principles to describe the reason why the question WHY is so important to stakeholders. A key message was the role that 'respect' plays in meeting the change challenges faced by our organisations. He emphasised that people must be increasingly respected as the most powerful and long-lasting tool in the armoury. Such is our need for shorter and more dynamic change lifecycles that an organisation’s people should not only be involved in the change process but also enabled to resolve how objectives are to be achieved for themselves.
Neil explained how we already have the tools and disciplines needed to effect organisational change successfully but that success depended on how our organisations choose to implement them. Neil draws our attention to the importance for organisations to develop and continually adapt their own ‘unique’ change management capabilities.
A short presentation on the different types of project, using Eddie Obeng's definitions, and recommended approaches for dealing with them, e.g. where does PRINCE2 fit best? Where does Agile come in?
A presentation introducing P3M3 v2 and showing the range of support services from Outperform (an accredited consulting organisation license to undertake certification assessments using P3M3)
It is a brief overview presentation on portfolio management. It gives a brief idea of what Portfolio Management is and also specifies the processes as mentioned in OGC's Management of Portfolio and PMI's PfMP.
"Interfaces Between Strategic Manaement of an Enterprise and Managing Project Portfolios Within th Enterprise," Istanbul keynote slides, April 1, 2010
Presentation by Drs. Robert S. Kaplan and Dr. David P. Norton, at Palladium Summit. XPP is the Execution Premium Process, the professional implementation blueprint of the Kaplan-Norton Balanced Scorecard framework.
See the Palladium BSC Hall of Fame:
https://www.slideshare.net/mihaione/palladium-kn-bsc-hall-of-fame
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
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➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
1. Strategy delivery:
Portfolio, Programme and Project
Management (P3M)
1. Strategy Delivery Model
2. Portfolios
3. Project and Programme Delivery
4. Projects Database
5. Summary
Thursday, July 28, 2011 1
2. Strategy and P3M
The OGC Model
Strategy sets priorities for MMU – programmes
Strategy & projects should help to deliver this
Portfolio = a collection of programmes &
projects that makes sense strategically
Portfolio
Programme = a collection of projects
that together deliver specific
Programme strategic goals
Project = a temporary
organisation that delivers
Project specific outputs
The typical institutional situation
• No portfolios
• Projects and programmes are set-up and approved at different
levels
• There is no consistent standard for approval
• No one knows exactly how many programmes and projects are
going on
• Know one knows the extent to which benefits are delivered
It’s a bit of a mess!
Thursday, July 28, 2011 Strategy – Portfolio –Project 2
6. Why have Portfolios?
• In large organisations, there can be many programmes and
projects. Portfolios are a mechanism for managing them in
comprehensible and achievable “chunks”
• Portfolios help to make funding arrangements more manageable,
e.g. so much for capital investment, so much for business
change, so much for academic innovation
• Once portfolios have been established, and the funding for them
agreed, it is much easier to prioritise programmes and projects
within the portfolios
A key role of the Executive in deciding portfolio
content is to make room for speculative innovation –
the kind of programme that could potentially give us a
significant leap forward in the HEI sector
What Portfolios should we have?
This model shows
portfolios
Strategy partitioned in terms
of capital, business
improvement and
Portfolio R&D – there are
other viable models:
choose what’s best
Capital Business Innovation
for you
Programme Change
or something different?
Thursday, July 28, 2011 Strategy – Portfolio –Project 6
7. What goes in the Portfolios?
Proposals
Questions:
1.Who makes the
How does this fit our decisions?
Senior management
strategy? review inputs and agree
portfolio (Executive)
2. Should all programmes &
projects be decided at this
level?
No - differentiate between
strategic delivery (SD) and
business as usual (BAU). Use a
project assessment tool – this
could be tweaked for SD / BAU.
BAU projects can be decided
locally.
Portfolio
Thursday, July 28, 2011 Strategy – Portfolio –Project 7
8. How should Portfolios be
managed?
Objective 3
Objective 2
Objective 1
Strategic
Strategic
Strategic
1. Strategy
• Programme C
• Programme B
• Programme A
• Programme E
• Programme D
• Programme A
• Programme C
• Programme B
2. Portfolio
3. Programme Business Change Portfolio
ICT Strategy Group
4. Project
• Output from Executive = Portfolios
• Each portfolio shows mapping of programmes against
Strategic Objectives
• Portfolio management includes setting up programmes
and assigning them to oversight groups such as ICT
Strategy Group
Question:
• What oversight groups do we need for our different
portfolios?
Thursday, July 28, 2011 Strategy – Portfolio –Project 8
9. How should Portfolios be
monitored?
Business Change
delivers
Benefits
• Benefits Realisation Management techniques map the
connections between outcomes / business change and benefits
delivery
• This is monitored / managed at portfolio level (to check on
programme success)
• The project assessment framework provides consistency for the
projects monitoring process
• Carried out by Oversight Groups
Thursday, July 28, 2011 Strategy – Portfolio –Project 9
10. Strategy delivery:
Portfolio, Programme and Project
Management
3. Project and Programme Delivery
Thursday, July 28, 2011 10
11. Ensuring programme & project
consistency
“Top down” projects are to enable strategic delivery
“Bottom up” projects are proposals that arise from within
Directorates outside the top-down strategic process
How do we ensure that we manage all our programmes and
projects consistently?
Use a project assessment framework to decide whether “bottom
up” proposals are
• Business as usual projects (these can go forward as part
of the business unit’s decisions)
• Strategic projects (these must be referred to a relevant
oversight group for approval via the Executive)
Criteria Score 1 Score 2 Score 3 Score 4
Cost £
Timescale in months
£1,000-£10,000
1-6
£10,000 – £150,000
6 – 12
£150,000 – £500,000
12 – 18
>£500,000
>18
Business as usual Strategic
Contributing to other Direct contribution
Very minim al Direct co ntribution
Strategic priorities work that is linked to to mo re than o ne
dependency to a strategic target
a strategic target strategic target
Impact on Very minim al
Som e new business Significant re-
Major, e.g. 40
processes and structure of
organisational (cost/benefit o utso urcing, large
possibly so me re- processes and work
effectiveness analysis) scale restructuring
training areas
Som e links to other 35
Fundam ental to
wo rk that is Direct links to policy
External imperatives Very minimal links achievem ent of
delivering policy or or legislation
policy or legislation
legislatio n
Internal across m ore 30
Internal and within
Stakeholders than one business Mainly external Internal and external
single business area
area
No new co ntracts Single co ntract with Multiple contracts Contract(s) with new
Contract complexity
required known supplier with known suppliers suppliers(s) 25
Have done similar Have no t done
Have done this Have done this
Track record before, but not the anything like this
before many times before once or twice
sam e before
Risk
Links with o ther Links with o ther Other projects 20
Very minimal links
Dependencies projects but little projects upon which depend upon this
with other projects
impact this project depends project
Major im pact on
Minor im pact on
Very minim al im pact Minor im pact on academic service
Student impact
on students
student
academic services and/or student
15
administration
adm inistration
10
Project assessment framework 5
means that all projects are 0
0 5 10 15 20 25 30 35 40
Impact
scored using a standard and Not a project
consistent approach Small project
Medium project
Major project
Thursday, July 28, 2011 Strategy – Portfolio –Project 11
12. Managing programme & project
delivery
How do we ensure that we manage and monitor all our
programmes and projects consistently and effectively?
New New
New BAU
Proposed Strategic Proposed
strategic dept/fac
proposal
project project
proposal proposal
Reviewed Reviewed
Faculty /
by
Executive by by
dept
Director-
Executive ate
dept/fac
mgmt
Project Central Project
Assessed to
Assessed using
Added to Added using
Assessment Projects Assessment
project assessment
project assessment
central central
Framework Database Framework
framework
database framework
database
Assigned
Oversight
oversight Type type?
Type ==Business as
Strategic
Group
group Usual
Business
as usual
Set up
Prog / Set up
Project
prog/proj
Project project
Board
Board
Board Board
Benefits Realisation Management
Thursday, July 28, 2011 Strategy – Portfolio –Project 12
13. Managing programme & project
delivery: central database
Why have a single central database of all programmes Central
Projects
and projects? Database
1. allows better strategic decisions – e.g. you can see if
similar programmes / projects already exist
2. allows better resource management – e.g. you can see where
resources are currently being directed
3. allows for benefits tracking across the whole portfolio,
including BAU and Strategic
4. allows assessment of risk between as well as within projects –
e.g. delivery timing causing resource peaks
5. allows estimation of project costs overall going forward, thus
aiding financial planning
Doesn’t having to report to a central database just duplicate
the work of boards, etc.?
In a sense there is duplication, but the database will only require
summary information about programmes and projects that should
already be easily available and thus not cause too much effort to
produce:
• Name of project / programme
• Sponsor
• Programme / project manager
• Status (proposal, planning, on hold, underway, complete)
• Size (from project assessment framework)
• Start & estimated end dates
• Key milestones
• Estimated cost
Thursday, July 28, 2011 Strategy – Portfolio –Project 13
14. Strategy delivery:
Portfolio, Programme and Project
Management (P3M)
4. Projects Database
Thursday, July 28, 2011 14
15. Getting project management right
Project Assessment Framework:
• Provides a standard for programme and project 40
35
scoping 30
25
Risk
20
• Provides a decision making tool 15
10
• Indicates “size” of project allowing approach 5
0
0 5 10 15 20 25 30 35 40
to be tailored appropriately
Impact
Not a project
Small project
Medium project
Major project
Programme and Project Boards:
• Need to have the “right level” of sponsorship
EQAL
and membership Programme Board
Programme Manager Change Manager
• Board members must: Strand 1 Strand 2a Strand 2b Strand 3a Strand 3b Strand 4
• understand their roles and responsibilities Cu rricu lum Assessment Academic VLE Trainin g PARM review
Review Records database Portal EQAL leads AME review
man agement Timetables Mobile access On line training Th resh old
• provide appropriate commitment SIPs/Hu b
Regu lations
AME
Studen t
en gagement
Podcastin g
Talis Aspire
stan dards
Project Managers:
• Need appropriate skills and training (not
just PRINCE2)
• Need appropriate time and resource
Tools and Templates:
• Project Manager User Group now established
• Currently reviewing proposed standard
templates and toolkits 3 9 10 11
1 [0] 2 [5]
[15] [195] [205] [210]
• Templates applied as appropriate 4
[20]
5
[35]
6
[45]
7
[48]
8
[58]
Put milk in cup [5]
to project size
Overall approach needs corporate approval and buy-in
Thursday, July 28, 2011 Strategy – Portfolio –Project 15
16. Who does what?
Project Boards:
• Check output meets requirements
• Hand over to (programme) change management
• Check that outcomes are delivered
The project assessment framework provides
consistency for the projects monitoring process
Programme Boards:
• Responsible for ensuring project outcomes
are embedded as business change
• Benefits Realisation Management techniques
support this
Oversight Groups:
• Benefits Realisation Management techniques
map the connections between outcomes /
business change and benefits delivery
• This is monitored / managed at portfolio
level (to check on programme success)
Executive:
• Benefits Realisation Management techniques
map the connections between benefits
and strategic objectives
• This is monitored / managed at senior
management level (to check on portfolio
success)
Thursday, July 28, 2011 Strategy – Portfolio –Project 16
18. Strategy delivery model summary
• Top down model – new programmes and projects emerge
as part of Executive strategy review
• Tiered model – each tier operates at a different level of
operations:
• L1 = strategic (Executive)
• L2 = strategy enabler (Oversight Groups)
• L3 = benefits management (Programme Boards)
• L4 = delivery (Projects)
• Project assessment framework ensures consistency in
terms of project definition
• Assessment framework also allows for bottom up proposals
to be reviewed consistent with overall framework
• The model provides for both implementation and
monitoring
• Benefits Realisation management provides framework for
both implementing the delivery model and measuring
success
In terms of organisational maturity for portfolio,
programme & project management, if you fully implement
and embed this model you would be at level 4 of the 5-
level OCG P3M3 Maturity Model1
1 See http://www.p3m3-officialsite.com/P3M3Model/P3M3Model.asp
Thursday, July 28, 2011 Strategy – Portfolio –Project 18