learn how UMT 360’s powerful Integrated Portfolio Management techniques can help you establish a financial management framework to gain transparency and improve investment decisions across your project, program and asset portfolios.
This role provides a broad range of underwriting services, tools, and products to support general liability, management and professional liability, and specialty insurance. Key responsibilities include developing pricing tools and analytical capabilities for actuaries, providing data and tools to enhance underwriter efficiency, identifying areas for improvement, implementing new underwriting processes and tools, and partnering with IT. Broadly, the work can be categorized into operations, tactical improvements, and strategic/large projects aimed at delivering long-term value over 9-30 months.
FBMC provides capital investment project services with a unique approach that integrates new investments with existing operations, allowing for early achievement of performance targets at a lower cost than turnkey contracts. Their approach includes analyzing existing capabilities, developing new processes and systems to support investments, and integrating new systems into current operations. This ensures immediate and long-term success for less than half the cost of traditional turnkey contracts that lack operational understanding.
The document outlines a turnaround algorithm created by Blackstone Synergy Consulting Group to help struggling small and medium enterprises (SMEs) in Kenya. The algorithm involves liquidating debt to allow for organic growth, improving operating fundamentals through skills training and quality enhancements, and restructuring finances. Blackstone would appoint a receiver manager and implement interventions over 12 quarters to transform business processes, with quarterly reviews to track progress on benchmarks. The goal is for SMEs to achieve organic growth, increased equity earnings, and knowledge capital formation to ensure future success.
Joy Hawkins-Fain has over 10 years of experience in project management, risk management, compliance, and financial reporting. She currently works as a Technical Manager at Ace Insurance, where she manages audit processes, implements controls for SOX compliance, and oversees IT projects. Previously, she worked at Wells Fargo in various risk management and analyst roles, developing processes, reports, and strategies to improve performance and mitigate risk. She has a Master's in Risk Management and a Bachelor's in Management Information Systems.
Modelling benefits at project, programme and portfolio level for EDF's Nuclear generation fleet, case study, David Liversidge, London, 23 June 2016.
The APM Benefits Summit.
APM Benefits Management SIG.
1.3 project management process groups & knowledge areas 1reddvise
This document discusses process groups and knowledge areas in project management. It describes the five process groups - initiating, planning, executing, monitoring and controlling, and closing. Each process group includes several processes that must be performed sequentially. The document also discusses the 10 knowledge areas that the 47 project management processes are grouped into, such as scope management, time management, and cost management. Finally, it emphasizes that the triple constraints of time, cost, and scope must be balanced and integrated for project success.
Investment Planning: Meeting today's challenges and planning for the futureseamsltd
The Water industry is facing a plethora of challenges post price review - how can they address these and remain on plan to hit business KPIs during the next AMP period? This document discusses this issue.
The document discusses cost management processes from the Project Management Body of Knowledge (PMBOK). It summarizes the key processes and deliverables for cost management: (1) Plan Cost Management establishes the cost management plan; (2) Estimate Costs determines activity cost estimates; (3) Determine Budget sets the cost baseline budget; and (4) Control Costs uses techniques like earned value management to track performance against the baseline and identify variances. The document emphasizes that cost management aims to complete projects within the approved budget through planning, estimating, budgeting, and controlling costs.
This role provides a broad range of underwriting services, tools, and products to support general liability, management and professional liability, and specialty insurance. Key responsibilities include developing pricing tools and analytical capabilities for actuaries, providing data and tools to enhance underwriter efficiency, identifying areas for improvement, implementing new underwriting processes and tools, and partnering with IT. Broadly, the work can be categorized into operations, tactical improvements, and strategic/large projects aimed at delivering long-term value over 9-30 months.
FBMC provides capital investment project services with a unique approach that integrates new investments with existing operations, allowing for early achievement of performance targets at a lower cost than turnkey contracts. Their approach includes analyzing existing capabilities, developing new processes and systems to support investments, and integrating new systems into current operations. This ensures immediate and long-term success for less than half the cost of traditional turnkey contracts that lack operational understanding.
The document outlines a turnaround algorithm created by Blackstone Synergy Consulting Group to help struggling small and medium enterprises (SMEs) in Kenya. The algorithm involves liquidating debt to allow for organic growth, improving operating fundamentals through skills training and quality enhancements, and restructuring finances. Blackstone would appoint a receiver manager and implement interventions over 12 quarters to transform business processes, with quarterly reviews to track progress on benchmarks. The goal is for SMEs to achieve organic growth, increased equity earnings, and knowledge capital formation to ensure future success.
Joy Hawkins-Fain has over 10 years of experience in project management, risk management, compliance, and financial reporting. She currently works as a Technical Manager at Ace Insurance, where she manages audit processes, implements controls for SOX compliance, and oversees IT projects. Previously, she worked at Wells Fargo in various risk management and analyst roles, developing processes, reports, and strategies to improve performance and mitigate risk. She has a Master's in Risk Management and a Bachelor's in Management Information Systems.
Modelling benefits at project, programme and portfolio level for EDF's Nuclear generation fleet, case study, David Liversidge, London, 23 June 2016.
The APM Benefits Summit.
APM Benefits Management SIG.
1.3 project management process groups & knowledge areas 1reddvise
This document discusses process groups and knowledge areas in project management. It describes the five process groups - initiating, planning, executing, monitoring and controlling, and closing. Each process group includes several processes that must be performed sequentially. The document also discusses the 10 knowledge areas that the 47 project management processes are grouped into, such as scope management, time management, and cost management. Finally, it emphasizes that the triple constraints of time, cost, and scope must be balanced and integrated for project success.
Investment Planning: Meeting today's challenges and planning for the futureseamsltd
The Water industry is facing a plethora of challenges post price review - how can they address these and remain on plan to hit business KPIs during the next AMP period? This document discusses this issue.
The document discusses cost management processes from the Project Management Body of Knowledge (PMBOK). It summarizes the key processes and deliverables for cost management: (1) Plan Cost Management establishes the cost management plan; (2) Estimate Costs determines activity cost estimates; (3) Determine Budget sets the cost baseline budget; and (4) Control Costs uses techniques like earned value management to track performance against the baseline and identify variances. The document emphasizes that cost management aims to complete projects within the approved budget through planning, estimating, budgeting, and controlling costs.
What has the UK Asset Management Industry learned over past 25 years?seamsltd
We reflect on the past 10 years of regulated asset investment planning in the UK from 3 key sectors, Water, Road and Rail. Each highlights a different path taken with positives and negative results. At one end is UK regulated water industry which was one of the earliest, and still may be the largest, user of a strong regulated asset management framework with strong links from prices through to levels of service.We consider how the latest focus on Totex / Output Delivery Incentives will work. More recently the UK government has change its approach to asset management governance on the strategic roads network, an asset base valued as one of the top ten largest in the world. By introduction of a roads regulator and setting a new government owned company does this signal the intention to fully privatise the roads network and could this be a model adopted elsewhere?
ChangeDirector is a web-based portfolio, program, and project management tool that helps organizations govern their change investments to improve strategy execution and maximize ROI. It provides capabilities for strategic planning, portfolio management, project management, benefits tracking, and governance reporting. Customers like Etihad Airways, the UK Medical Research Council, and Friends Provident have used ChangeDirector to manage large portfolios and programs, provide governance reporting, and track benefits realization.
This document summarizes an enterprise project management solution that provides portfolio management, project management, and resource management capabilities. It discusses deployment approaches, best practices, and the top 10 benefits of the solution. These include standardizing governance processes, prioritizing investments, aligning portfolios with strategy, managing resources effectively, collaborating easily, measuring performance, and realizing quick ROI.
This document introduces a new sales forecasting and reporting tool called Sales Forecaster Plus. It allows users to forecast revenue, track actual revenue against forecasts, analyze top customers and business contributions by product. The tool integrates data from multiple sources like CRM and accounting systems. It provides forecasts and reporting at the account, product and project level over 5 years. The tool is designed to help with budget planning, sales tracking and resource allocation.
Using Earned Value Management Concepts to Improve Commercial Project PerformanceLewisFowlerLLC
Lewis Fowler Principal Consultant Scott Brunton presented this deck at the 2015 Houston PMI Conference & Expo. Scott explores the historical roots of EVM and offers practical advice for implementing EVM practices to maximize the business value of projects.
The document summarizes key aspects of project planning from a textbook. It discusses the importance of establishing clear objectives and gaining management support during the initial planning stages. The project plan should include elements like objectives, schedules, budgets, and risk mitigation. Effective planning involves breaking the project into work packages with assigned responsibilities using a work breakdown structure. Interface coordination is also critical to integrate different elements and ensure tasks are completed on schedule.
Webinar | De ideale asset management organisatie voor uw bedrijfStork
Worstelt u in uw asset management organisatie ook met functies en rollen, taken, bevoegdheden en verantwoordelijkheden, met organogrammen en een verdeling van de span of control? Of heeft u zaken als competentieprofielen zo goed op orde, dat ze naadloos aansluiten bij elkaar en een relatie hebben tot de doelstellingen? Iedere organisatie is anders, een standaard is er niet.
In dit webinar deelt Ron Bezoen verscheidene handvatten en richtlijnen die u zullen helpen bij het vormgeven van een flexibele en efficiënte organisatie, afgestemd op de asset management doelen en klaar voor de toekomst.
This document outlines a basic supplier risk assessment model that is intended to be quick, meet common standards, and identify high-risk suppliers if properly implemented. It involves assigning values to a supplier's importance and potential for disruption, multiplying those numbers to calculate risk level, and taking action depending on the risk level. The process is to be conducted annually, with quarterly checkpoints to publish reviews, agree on action plans, monitor progress, and discuss updates. The goal is to focus on the top 20% of suppliers and identify any smaller suppliers of key items that require separate analysis.
This presentation was made by Andreas FRAYDENEGG, Ministry of Finance, Austria, at the 15th Annual Meeting of OECD-CESEE Senior Budget Officials held in Minsk, Belarus, on 4-5 July 2019
The document discusses the methodology for collecting data for Performance Improvement Reports (PIRs) at the Federal Aviation Administration (FAA). It outlines objectives to annually assess investment programs through standardized questions to determine if they have plans to collect data on key measures for PIRs. It also describes a new process that will track and report programs' data collection status using color-coded indicators, with programs at risk of falling behind receiving quarterly reviews to update their status. Programs that do not respond satisfactorily and on time to the annual assessment will have their status degraded in the agency-level PIR plan.
Among all the diverse projects you run, do you know which projects are most profitable?
For professional services firms, this remains a very important question one needs to find an answer for.
Exploring a 10yr Analytics Journey to achieve Regulatory Success in the UK wa...seamsltd
SEAMS/Severn Trent Water case study on the success of using analytics, modelling and optimisation to achieve regulatory performance measures in the water sector.
This document discusses establishing an effective internal controls framework. It recommends taking a top-down, risk-based approach to rationalize controls and reduce the number required to be tested. It also suggests creating a central repository to document processes, risks, and controls and evaluate their design and effectiveness through integrated assessments and comprehensive testing. Additionally, it advises integrating remediation management into daily processes, designing solutions for control gaps, and using action plans and reporting to ensure deficiencies are addressed. Finally, it discusses accessing financial controls information via dashboards and reports and facilitating certification processes.
Managed the 2009 Recovery Act grant by coordinating fiscal oversight, reviewing state program plans, and ensuring requirements were met before awarding funds. Provided technical assistance through weekly reviews and meetings, and resolved issues through compliance conferences. Developed a Monitoring Action Plan to track projects and increase fiscal transparency. Independently managed education technology grants, provided ongoing assistance and fiscal monitoring, and led reviews to update monitoring procedures, reducing non-compliance. Conducted oversight of $168 million in Recovery Act funds for education technology projects to ensure grantee compliance.
NA spends $18 million annually with a single-source supplier for technology services. This arrangement poses high risks, as the supplier lacks disaster recovery plans and leadership succession. An analysis identified saving opportunities through subcontracting with competitors, a champion/challenger model, or decoupling offerings across multiple suppliers. This reduced costs by $2.5 million annually and implemented disaster recovery and succession plans while maintaining uninterrupted service.
The document discusses the purpose and process of change control for managing project issues, which involves formally logging any potential changes, assessing their impact, and documenting approved actions and their completion to reflect changes in project documentation, while ensuring integrity of the project's advantage, risks, costs, and time considerations. Project managers should constantly look for ways to improve the project by recording events as issues and lessons learned.
This document discusses scope management and controlling projects through documentation. It covers establishing control over project scope, schedule, budget, and performance. Control is needed to regulate work, encourage conservation of resources, and report status through documentation. Documentation should provide information on scope, schedule, cost, quality, and forecasting. It also discusses integrated change control procedures, controlling time when schedules require adjustment, estimating costs for scope changes, characteristics of effective control systems, common reporting problems, and discussing control systems.
UMT Federal Webinar Series Part 4: Communicating Investment StatusUMT
Develop a clearer picture of your investments by using data on commodity IT investments, duplicated efforts that could be consolidated, and misaligned functionality to ultimately maximize the return on investment. Review how an efficient communication model, along with the use of the IT Dashboard and PortfolioStat, can help to maximize the value of your IT investments.
Many organizations use projects as a method for achieving strategic goals.
Due to the project-based nature of most IT departments, IT is often tasked with managing, executing, or delivering many projects or project components for both IT and the business.
Managing many projects simultaneously in a coordinated manner is beyond the capability of many organizations.
This results in a poor understanding of project performance and decisions being made based on inadequate information. Projects are more likely to fail and be inefficient in their execution, leading to a destruction of business value.
Critical Insight
A Project Management Office (PMO) is the conductor of your project orchestra. Without a PMO, projects execute independently in an uncoordinated manner. A PMO brings them together into a single holistic view and maximizes project synergy.
A world-class PMO uses finely honed capabilities to maximize project portfolio execution. A PMO can maximize the benefits of nine PMO capabilities and focus on the capabilities most important to you.
Impact and Result
A method to coordinate project activities so that all functions and tasks operate in concert is required.
The leadership role best suited for the coordinated execution of projects is the PMO.
Implementing a PMO can help to ensure that resources are being used effectively, projects are completed successfully, standardized processes are being followed, and accurate information is being used for decision making.
Agile businesses stay competitive by quickly realigning IT investment, capital projects, and R&D pipeline portfolios to a constantly shifting environment. Learn about the importance of accelerating knowledge and experience (the kind Captain Sully used to land on the Hudson) in making the right portfolio decisions at the right time. Sy Aslan, a 30-year veteran of consulting management and PPM, discusses:
• Balancing the goals of effectiveness versus efficiency
• The roles of strategy, governance and knowledge in decision making
• Accelerating knowledge and experience with models that enhance and simplify analytics and judgment
What has the UK Asset Management Industry learned over past 25 years?seamsltd
We reflect on the past 10 years of regulated asset investment planning in the UK from 3 key sectors, Water, Road and Rail. Each highlights a different path taken with positives and negative results. At one end is UK regulated water industry which was one of the earliest, and still may be the largest, user of a strong regulated asset management framework with strong links from prices through to levels of service.We consider how the latest focus on Totex / Output Delivery Incentives will work. More recently the UK government has change its approach to asset management governance on the strategic roads network, an asset base valued as one of the top ten largest in the world. By introduction of a roads regulator and setting a new government owned company does this signal the intention to fully privatise the roads network and could this be a model adopted elsewhere?
ChangeDirector is a web-based portfolio, program, and project management tool that helps organizations govern their change investments to improve strategy execution and maximize ROI. It provides capabilities for strategic planning, portfolio management, project management, benefits tracking, and governance reporting. Customers like Etihad Airways, the UK Medical Research Council, and Friends Provident have used ChangeDirector to manage large portfolios and programs, provide governance reporting, and track benefits realization.
This document summarizes an enterprise project management solution that provides portfolio management, project management, and resource management capabilities. It discusses deployment approaches, best practices, and the top 10 benefits of the solution. These include standardizing governance processes, prioritizing investments, aligning portfolios with strategy, managing resources effectively, collaborating easily, measuring performance, and realizing quick ROI.
This document introduces a new sales forecasting and reporting tool called Sales Forecaster Plus. It allows users to forecast revenue, track actual revenue against forecasts, analyze top customers and business contributions by product. The tool integrates data from multiple sources like CRM and accounting systems. It provides forecasts and reporting at the account, product and project level over 5 years. The tool is designed to help with budget planning, sales tracking and resource allocation.
Using Earned Value Management Concepts to Improve Commercial Project PerformanceLewisFowlerLLC
Lewis Fowler Principal Consultant Scott Brunton presented this deck at the 2015 Houston PMI Conference & Expo. Scott explores the historical roots of EVM and offers practical advice for implementing EVM practices to maximize the business value of projects.
The document summarizes key aspects of project planning from a textbook. It discusses the importance of establishing clear objectives and gaining management support during the initial planning stages. The project plan should include elements like objectives, schedules, budgets, and risk mitigation. Effective planning involves breaking the project into work packages with assigned responsibilities using a work breakdown structure. Interface coordination is also critical to integrate different elements and ensure tasks are completed on schedule.
Webinar | De ideale asset management organisatie voor uw bedrijfStork
Worstelt u in uw asset management organisatie ook met functies en rollen, taken, bevoegdheden en verantwoordelijkheden, met organogrammen en een verdeling van de span of control? Of heeft u zaken als competentieprofielen zo goed op orde, dat ze naadloos aansluiten bij elkaar en een relatie hebben tot de doelstellingen? Iedere organisatie is anders, een standaard is er niet.
In dit webinar deelt Ron Bezoen verscheidene handvatten en richtlijnen die u zullen helpen bij het vormgeven van een flexibele en efficiënte organisatie, afgestemd op de asset management doelen en klaar voor de toekomst.
This document outlines a basic supplier risk assessment model that is intended to be quick, meet common standards, and identify high-risk suppliers if properly implemented. It involves assigning values to a supplier's importance and potential for disruption, multiplying those numbers to calculate risk level, and taking action depending on the risk level. The process is to be conducted annually, with quarterly checkpoints to publish reviews, agree on action plans, monitor progress, and discuss updates. The goal is to focus on the top 20% of suppliers and identify any smaller suppliers of key items that require separate analysis.
This presentation was made by Andreas FRAYDENEGG, Ministry of Finance, Austria, at the 15th Annual Meeting of OECD-CESEE Senior Budget Officials held in Minsk, Belarus, on 4-5 July 2019
The document discusses the methodology for collecting data for Performance Improvement Reports (PIRs) at the Federal Aviation Administration (FAA). It outlines objectives to annually assess investment programs through standardized questions to determine if they have plans to collect data on key measures for PIRs. It also describes a new process that will track and report programs' data collection status using color-coded indicators, with programs at risk of falling behind receiving quarterly reviews to update their status. Programs that do not respond satisfactorily and on time to the annual assessment will have their status degraded in the agency-level PIR plan.
Among all the diverse projects you run, do you know which projects are most profitable?
For professional services firms, this remains a very important question one needs to find an answer for.
Exploring a 10yr Analytics Journey to achieve Regulatory Success in the UK wa...seamsltd
SEAMS/Severn Trent Water case study on the success of using analytics, modelling and optimisation to achieve regulatory performance measures in the water sector.
This document discusses establishing an effective internal controls framework. It recommends taking a top-down, risk-based approach to rationalize controls and reduce the number required to be tested. It also suggests creating a central repository to document processes, risks, and controls and evaluate their design and effectiveness through integrated assessments and comprehensive testing. Additionally, it advises integrating remediation management into daily processes, designing solutions for control gaps, and using action plans and reporting to ensure deficiencies are addressed. Finally, it discusses accessing financial controls information via dashboards and reports and facilitating certification processes.
Managed the 2009 Recovery Act grant by coordinating fiscal oversight, reviewing state program plans, and ensuring requirements were met before awarding funds. Provided technical assistance through weekly reviews and meetings, and resolved issues through compliance conferences. Developed a Monitoring Action Plan to track projects and increase fiscal transparency. Independently managed education technology grants, provided ongoing assistance and fiscal monitoring, and led reviews to update monitoring procedures, reducing non-compliance. Conducted oversight of $168 million in Recovery Act funds for education technology projects to ensure grantee compliance.
NA spends $18 million annually with a single-source supplier for technology services. This arrangement poses high risks, as the supplier lacks disaster recovery plans and leadership succession. An analysis identified saving opportunities through subcontracting with competitors, a champion/challenger model, or decoupling offerings across multiple suppliers. This reduced costs by $2.5 million annually and implemented disaster recovery and succession plans while maintaining uninterrupted service.
The document discusses the purpose and process of change control for managing project issues, which involves formally logging any potential changes, assessing their impact, and documenting approved actions and their completion to reflect changes in project documentation, while ensuring integrity of the project's advantage, risks, costs, and time considerations. Project managers should constantly look for ways to improve the project by recording events as issues and lessons learned.
This document discusses scope management and controlling projects through documentation. It covers establishing control over project scope, schedule, budget, and performance. Control is needed to regulate work, encourage conservation of resources, and report status through documentation. Documentation should provide information on scope, schedule, cost, quality, and forecasting. It also discusses integrated change control procedures, controlling time when schedules require adjustment, estimating costs for scope changes, characteristics of effective control systems, common reporting problems, and discussing control systems.
UMT Federal Webinar Series Part 4: Communicating Investment StatusUMT
Develop a clearer picture of your investments by using data on commodity IT investments, duplicated efforts that could be consolidated, and misaligned functionality to ultimately maximize the return on investment. Review how an efficient communication model, along with the use of the IT Dashboard and PortfolioStat, can help to maximize the value of your IT investments.
Many organizations use projects as a method for achieving strategic goals.
Due to the project-based nature of most IT departments, IT is often tasked with managing, executing, or delivering many projects or project components for both IT and the business.
Managing many projects simultaneously in a coordinated manner is beyond the capability of many organizations.
This results in a poor understanding of project performance and decisions being made based on inadequate information. Projects are more likely to fail and be inefficient in their execution, leading to a destruction of business value.
Critical Insight
A Project Management Office (PMO) is the conductor of your project orchestra. Without a PMO, projects execute independently in an uncoordinated manner. A PMO brings them together into a single holistic view and maximizes project synergy.
A world-class PMO uses finely honed capabilities to maximize project portfolio execution. A PMO can maximize the benefits of nine PMO capabilities and focus on the capabilities most important to you.
Impact and Result
A method to coordinate project activities so that all functions and tasks operate in concert is required.
The leadership role best suited for the coordinated execution of projects is the PMO.
Implementing a PMO can help to ensure that resources are being used effectively, projects are completed successfully, standardized processes are being followed, and accurate information is being used for decision making.
Agile businesses stay competitive by quickly realigning IT investment, capital projects, and R&D pipeline portfolios to a constantly shifting environment. Learn about the importance of accelerating knowledge and experience (the kind Captain Sully used to land on the Hudson) in making the right portfolio decisions at the right time. Sy Aslan, a 30-year veteran of consulting management and PPM, discusses:
• Balancing the goals of effectiveness versus efficiency
• The roles of strategy, governance and knowledge in decision making
• Accelerating knowledge and experience with models that enhance and simplify analytics and judgment
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...UMT
A vast majority of U.S multinational firms – 93% in fact, according to a recent survey – are at some stage
of undergoing or preparing for business transformation initiatives. This is being driven by an unprecedented
confluence of changes in customer behavior, disruptive technology and domestic competition, among other
key triggers. It’s constantly “transform or wither” in today’s volatile global business, and
agility is the executive imperative of the day, albeit an elusive one. An organization’s long term success or failure
depends on its capacity to consistently identify opportunities and risks and renew itself faster than rivals do.
Business leaders need to be more efficient and effective at updating and implementing strategies than ever
before. If wielded correctly, an important weapon in their agility war chest is a new style of enterprise program
management office (PMO) that is more comprehensive than in the past.
Organizational dynamic capabilities are an extension of RBV strategic management theory. My purpose is to apply the dynamic capabilities concept to an operational scope, such as IT project portfolio management, in order to continually sense the execution process, and seize changes through dynamic organizational realignment.
To download the editable version of this document, go to www.slidebooks.com
Learn how to create a financial plan with a training and templates in editable Powerpoint slides created by former Deloitte Management Consultants .
Make proper stakeholder management a habit. Learn more at http://www.infotech.com/research/ss/manage-stakeholder-relations.
As a CIO, you are responsible for addressing a wide variety of competing demands of many different stakeholders.
Stakeholders can be difficult to identify; it is often these hidden stakeholders that can unexpectedly derail your agenda.
Understanding which of your stakeholders are most important and determining the best way to address the needs of each one can be complex and time consuming.
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.
Microsoft PPM tool (Project Online / Project Server) Case Study by epmsolutio...Sophia Zhou
Microsoft and Project Management Institute (PMI) have selected our client, the Department of Treasury, as a Microsoft PMicrosoft PPM (Project Online, Project Server) Implementation Case Study to showcase at the PMI Global Congress. In this Microsoft PPM Customer Case Study presentation slides, you will gain valuable insights about the client's Microsoft Project Server migration and implementation journey at its enterprise PMO, including success factors and lessons-learned.
From Balanced Scorecard to Project Portfolio ManagementRoberto Toledo
The document discusses project portfolio management and alignment with organizational strategy. It introduces the Balanced Scorecard as a tool to help with strategic planning and implementation. The Balanced Scorecard provides a framework to classify objectives across four perspectives: financial, customer, internal processes, and learning and growth. It can then be used to identify projects and initiatives that will help achieve strategic goals.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
UMT360Webinar_Project and portfolio financial controls for microsoft project ...UMT360
Despite significant investments in PPM, it is failing to deliver the anticipated results. UMT360's research shows that today companies are failing to realize up to 46% of the planned business value from project portfolios. Why? Many PMO's simply do not view projects as business investments, and fail to effectively integrate financial management and PPM to proactively gauge the economic impact of poor performance and take corrective actions.
These slides are from a UMT360 webinar during which Ben Chamberlain discussed how UMT360 can help businesses gain complete financial intelligence across your project portfolios and increase ROI, and:
*Eliminate the need for Excel and standardize investment governance controls across the PPM lifecycle
*Streamline capital planning and build stronger business cases
*Automate financial tracking and variance analysis and move to an agile re-planning process
*Establish a benefits realization framework
The webinar is available - http://bit.ly/1eVTTVO
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.
From PPM to Enterprise Portfolio Management - 051214UMT360
Presentation on how UMT360 is Helping Companies Take Project Server to a New Level. UMT360 is the only enterprise portfolio management solution built on SharePoint with seamless Project Server integration. Hear the presentation at http://bit.ly/SzhgMO
Digitalize Your PMO: How to Build a Strategic Enterprise PMOUMT360
UMT360's Ben Chamberlain looks at how to build a strategic enterprise PMO. This presentation is from Gartner's 2014 PPM & IT Governance Summit in National Harbor. http://www.umt360.com
Changing the PMO Status Quo with Frank La Rocca 051314UMT360
How Frank La Rocca Created an Enterprise PMO at Consolidated Edison to driver greater ROI. Presented May 13, 2014 via Projects at Work webinar. For the full presentation, please visit http://bit.ly/1h0uesU.
How CIOs Take Control of IT Investments with Integrated Portfolio ManagementUMT360
UMT360 CEO Mike Gruia explores what investment digitalization really means for the future of the CIO. In the presentation he addresses roadblocks to digitalizing IT investments and breakthrough EPM digital business models. May 29, 2014 - see the webinar at http://bit.ly/1jNojI1
ChangeDirector is a connected strategy, project portfolio, and benefits management tool that enables organizations to improve how they plan and execute strategy. It provides pre-configured views and templates to manage the strategy lifecycle from planning to performance management to project and portfolio management. ChangeDirector implementations typically take 2-4 months and provide high adoption rates and ROI through automation and insights that save time for stakeholders.
This document discusses project governance and outlines some key concepts and best practices. It notes that while projects account for 20-30% of organizational activities, they often fail to deliver benefits. Effective project governance is needed to ensure projects are aligned with strategy and deliver intended outcomes. Key aspects of best practice governance include oversight and review of projects, clear goals and requirements, adequate resources, good communication and managing risks. Cultural barriers can exist if boards and managers are not engaged in governance. Case studies are presented to demonstrate governance issues that can arise.
Take Project Server Beyond PPM to Effectively Rationalize your Application Po...UMT360
UMT360's Chief Product and Marketing Officer Ben Chamberlain presented these slides during a presentation exploring how UMT360 helps companies rationalize the application portfolio. It helps businesses build an application catalog, automatically derive TCO, utilize powerful analytics to identify under-performing applications and use intuitive roadmaps to communicate transformation decisions. See the presentation at bit.ly/1jdpiGF
The document provides an overview of project management frameworks and concepts. It discusses the growing demand for project management skills and the project management body of knowledge. It also summarizes key project phases like initiation, planning, execution, monitoring and control, and closing. Additionally, it outlines several project management tools and techniques such as work breakdown structures, Gantt and PERT charts, critical path method, and organizational project management maturity models. Finally, it briefly discusses Agile project management trends and PMI certifications.
Portfolio Rationalization - Making Sound Financial and Strategic Decisions in...Robert Greiner
This presentation outlines a methodology and set of frameworks useful for making strategic product portfolio rationalization decisions in times of uncertainty intelligently and quickly (rapid vs. rushed) regardless of organization size.
Additionally, we provide thoughts and ideas around the current emergent state of the world & market due to COVID-19 and how organizations can effectively navigate through three key phases.
Projectmanagement 141108102434-conversion-gate01Mehmet Demir
This document provides an overview of project management frameworks and concepts. It discusses the growing demand for project management skills and the project management body of knowledge. It also summarizes key project management processes including initiation, planning, execution, monitoring/controlling, and closing. Tools for planning, scheduling, and tracking projects are presented such as the work breakdown structure, Gantt charts, PERT charts, and critical path method. Trends in agile project management and certifications from the Project Management Institute are also highlighted.
The Role of the Business Case in Public Investment Management and Project Por...Dr Rupert Booth
The document outlines Saudi Arabia's Public Investment Management (PIM) framework and Project Portfolio Planning (PPP) process. It introduces the Five Case Model business case approach used in PPP. The model assesses the strategic, economic, commercial, financial, and management cases for projects. It then discusses each step of Saudi Arabia's PPP process in detail, including screening projects using a strategic assessment, risk assessment, and strategic outline case with cost-benefit analysis. The best projects are prioritized to create a five-year project portfolio plan. Project execution is supported by a stage gate process and standardized 'White Book' procedures.
Implementation and Deployment - Best Practices for Managing ChangePeter Quintana
This document discusses challenges in managing major organizational change programs. It provides statistics showing high failure rates for change projects and reasons for those failures. It advocates for a program management approach using gates and milestones to manage risk across multiple change initiatives. The document outlines tactics for improving delivery of solutions, change readiness, and realization of benefits to increase success rates for complex, large-scale change programs.
Projects focus on delivering outputs within scope, time and budget constraints, while programs aim to achieve broader strategic objectives and deliver lasting benefits. While most projects are delivered on time and budget, over half fail to meet business expectations due to an inadequate focus on benefits realization. Effective program management considers benefits identification, analysis, planning and delivery to better align initiatives with strategic goals and stakeholder needs. It requires capabilities beyond traditional project management like strategic alignment, stakeholder engagement and change management. Transitioning from a project to program orientation involves shifting from a delivery to benefits focus.
- Project management is important for organizations to effectively introduce new products, processes, and programs and deal with reduced product cycle times. It helps cross-functional teams be more effective.
- Over $250 billion is spent annually in the US on ~175,000 IT projects, but only 26% are completed on time and within budget, with the average costing over $2 million for large companies. Project management is an $850 million industry expected to grow 20% annually.
- A project is unique, temporary endeavor undertaken to create a unique product or service. It differs from ongoing operations or a program in that it has a definite beginning and end.
The document outlines a proposed IT governance model and program management office (PMO) for an organization called OIM. It describes the key elements and functions of the PMO, including project execution, process management, vendor management, financial management, and customer relationship management. It proposes implementing these elements in 4 phases, with the most critical elements in phase 1. The PMO aims to improve project delivery, investment decisions, resource management, and customer satisfaction through implementing standardized processes, tools, and training across the organization.
The document discusses the benefits of centralized control of investment programs and projects. It argues that traditional project management metrics are not enough and a program manager needs a wider dataset to ensure activities contribute to strategic goals. It outlines the components of a centralized approach, including aligning goals to business goals, undertaking the right projects, providing consistent reporting, risk management, and knowledge sharing. It provides an example of how Friends Provident centralized control over 832 concurrent projects to bring order and deliver benefits.
Portfolio Agility– From Elusive Imperative to Practical Reality: Seven Dimens...UMT
More efficient and effective setting and implementing of strategy can be potentially achieved by leveraging a new style of PMO that is more comprehensive than in the past.
Agility is the elusive executive imperative of the day; long term success or failure depends on an organization’s skill at identifying and capturing opportunities faster than rivals do in this volatile and global business environment.
Bridging the gap between strategy and execution and facilitating better decisions and their deployment requires a non-ad-hoc, comprehensive roadmap to laying an enterprise-wide web of information sharing and structural change that is adopted at all levels of the company.
Global Pharma CIO transforms IT into accountable, low risk business partnerUMT
A global pharmaceutical company hired a new CIO to restructure their IT organization after falling to seventh place. The CIO was tasked with aligning IT to the new strategy, restructuring divisions, reducing spend by 15%, and instilling a culture of accountability. UMT Consulting designed and implemented an enterprise portfolio management framework using Microsoft Project Portfolio Server to provide visibility, governance, and budget planning across the divisions. This allowed projects to be tracked and budgets to be managed more dynamically, providing executives greater confidence in budget numbers and identifying risks.
How a hospital CIO improved PMO to make a difference in the lives of childrenUMT
The Children's Hospital of Philadelphia implemented a project management solution using Microsoft Project Server and UMT Project Essentials to better manage its substantial investments in information technology projects. This involved revising processes, providing project data to leadership, and ensuring all staff properly tracked time. As a result, the hospital now has higher quality project data, improved understanding of its project portfolio, and better resource management. This enables leadership to make more informed decisions and improves productivity across the information services department.
Dianne Wyllie, Brocade: Transforming the Annual Planning ProcessUMT
The document summarizes Brocade's transformation of its annual planning process through improvements to people, process, and technology. Specifically, it overhauled the governance model to be more cross-functional, implemented new planning tools like Microsoft Project Server, and established an application portfolio management process to better align IT investments with business objectives.
Carl Souchereau, SNC Lavalin T&D: Both Sides of the FenceUMT
The document outlines the challenges faced by an EPMO (Enterprise Project Management Office) and project managers at SNC Lavalin T&D in planning, prioritizing, and managing a portfolio of projects. It discusses the need for consistency, common processes and tools, trusted data, and simplicity. The solution implemented was a phased multi-year implementation of a project portfolio management tool to provide one place for planning, prioritization, optimization, and project management and insight. Benefits included improved decision making, consistency, reduced planning time, and better management of costs and at-risk projects.
Baird Miller, DOL: IT Portfolio Management in State GovernmentUMT
Baird Miller, DOL gave this presentation at Microsoft and UMT event Project Portfolio Management Exchange at Microsoft San Francisco office on January 14, 2014.
Transalta: How a Power Company Saved Time and Reduced Capital Expenses Throug...UMT
TransAlta Corporation, a Canadian power generation and wholesaling company, needed to better “compare apples to apples” when selecting its portfolio of capital projects across fuel types and investment streams.
The document describes a webinar presented by Sy Aslan on effective portfolio management. UMT, the company hosting the webinar, provides portfolio management consulting services and products. The webinar discusses challenges managing a portfolio of projects and investments and advocates an integrated portfolio management approach using governance, insight, and analytics to optimize value. It emphasizes assessing interrelated business, application, and infrastructure portfolios and using business intelligence to identify transformation opportunities.
IT Financial Management Series - Part 3: Drive Financial Transparency Across ...UMT
This document discusses improving financial transparency for IT infrastructure costs. It begins with an agenda and overview of key challenges. Infrastructure typically lacks transparency due to its shared service model. The document then discusses creating a service catalog, service costing models, and capacity planning challenges. It emphasizes the need for collaboration between IT and business units on capacity planning. Finally, it discusses optimizing costs, managing consumption, creating a "bill of IT", and running IT like a business to improve transparency and allow informed decision making.
IT Financial Management Series - Part 2: Drive financial transparency across ...UMT
This webinar is the second part of the IT financial management series. In this webinar, Charlie Curcio, IT CFO shares his experience in driving financial transparency across the application portfolio.
IT Financial Management Series - Part 1: Defining a Model to Effectively Run ...UMT
"This is the first part of the IT financial management series. In this webinar, Charlie Curcio, IT CFO shares his experience in defining what it means to Run the Business of IT.
On average companies spend 5% of the total operating budget on IT, increasing pressure on executives to reduce costs, communicate value and align IT investments with business priorities to drive a competitive advantage.
Today, many high performing IT organizations are adopting Integrated IT Portfolio Analysis (IIPA) best practices to effectively Run the Business of IT. Developing a holistic data model and financial framework is key to driving transparency across disparate IT domains and providing accurate and reliable metrics to enhance decision making."
Microsoft recently announced the release of Microsoft Project 2013, the latest Project and Portfolio Management solution from Microsoft. This webinar covers the four stages of the UMT Project Portfolio Management Governance Lifecycle: Create, Select, Plan, and Manage.
The quest to define IT’s relationship with the business has gained new momentum over the last few years, primarily due to a more difficult economic climate driving the need for transparency in spending decisions. The momentum is manifested in a fundamental awareness, developed since the technology hype of the late 90’s, that IT organizations must be integrated more closely with the businesses they support. Management teams in many organizations are focused on defining a better Business-Technology partnership, which is shining the spotlight on a new discipline -- Project Portfolio Management (PPM).
Proven Paradigm for Creating Enterprise Project and Portfolio Management Adop...UMT
Capability Maturity Assessment is one of the tools consistently leveraged by Enterprise Project and Portfolio Manage-ment (EPM) practitioners in the creation of adoption roadmaps for organizations that are creating momentum for change with the objective of improving internal governance. Historically, the problem has been addressed in parallel at the Project, Program, or Portfolio levels, and in many cases the solutions devised have been independent of one anoth-er, potentially missing on integration aspects that could greatly improve overall results. In the past couple of years, new methodologies that attempt to encompass all three disciplines have been developed, including OPM3 from the PMI.
The Seven Habits of Highly Effective Portfolio Management ImplementationsUMT
Originally published in 2003, this white paper on portfolio management has stood the test of time and is still relevant in all 7 best practice areas. Although the 7 best practices remain the same, the field of portfolio management has evolved substantially. To follow are some key questions that have been answered in the last few years:
Where should I start: Process or Tools?
For IT portfolios, what is more important: APM or PPM?
Which is the right level to start: Project or Portfolio?
Has portfolio management become more widely accepted as a practice in the last three years?
Are there financial benefits to implementing portfolio management?
Optimizing Organizational Performance by Managing Project BenefitsUMT
Too many organizations today still measure the success of a project based only on the traditional project management standards of delivering On Time, On Budget and On Scope. While these criteria are valid measures of successful project management, they are less suitable when assessing a project’s true success: its contribution to the overall organization's performance. Indeed, the ulti-mate success of a project – whether cost savings, revenue increases or customer satisfaction improvements – may not be known until years after it has been successfully delivered.
Enterprise Project and Portfolio Management: Managing the RevolutionUMT
This document discusses strategies for successfully implementing enterprise project and portfolio management (EPPM) frameworks in large, global organizations. It identifies common challenges such as scale, incomplete solutions, political governance issues, and lack of standardized metrics. The document recommends 12 principles for EPPM implementation, including securing senior management sponsorship, identifying clear objectives, employing a phased approach, leveraging pilots, implementing change management, including financial analysis, consolidating systems, and conducting ongoing analysis. Case studies and examples are provided for each principle to illustrate proven strategies. The overall goal is to provide guidance for organizations navigating the complexities of implementing comprehensive EPPM on an enterprise-wide scale.
Measure What Matters - New Perspectives on Portfolio SelectionUMT
The document discusses new frameworks for IT portfolio selection that consider both financial and strategic metrics. It summarizes that traditional portfolio selection focused solely on financial metrics, but recent research shows this led to underinvestment in strategic areas. The new framework evaluates investments from four perspectives: demand, supply, governance, and alternatives. This allows executives to consider financial returns, strategic alignment, risk exposure, architectural fit, options, costs, deadlines, and skills. Successful companies now use multiple financial and strategic metrics to optimize resource allocation and maximize investment value and benefits.
Project and Portfolio Management in a Federated Governance ModelUMT
This document describes an approach for managing project portfolios across multiple business units using proportional and binary optimization. It discusses how corporate and business unit CIOs can use these techniques to prioritize projects, optimize spending, and align investments with corporate strategies. Binary optimization allows business units to select optimal project portfolios, while proportional optimization gives corporate CIOs a way to adjust program funding levels without eliminating them entirely. The methodology provides a framework for effective portfolio management in complex, federated organizations.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
3. Alarming Statistics
Industry Analysts Agree There is a Problem
33%
of all completed
projects experience
cost overruns of
between 10% & 20%
42%
Of all projects are
delivered late or
over budget
21%
of all projects fail to
complete or get
implemented
33%
Of projects do not
meet their goals or
business intent
Gartner Group
Standish Group
PMI
Standish Group
5. BusinessValue
Capital Investment
0%
100%
$25m $50m $75m $100m $125m $150m
80%
56%
50%
49%
What is the Impact?
Value Perspective – Efficient Frontier
- 31%
Selected
Portfolio
Baseline Portfolio
39%
Loss in business
value due to failed
projects and cost
overruns.
6. Different Perspectives
What is a project?
PMO Executive
• Deliverables
• Schedule
• Quality
• Resources
• Budget
• Investment
• Strategic
Initiative
• Transformation
• Competitive
Differentiation
7. A New Approach is Required
Adopt Integrated Portfolio Management Best Practices
Project Mgmt.
Project &
Portfolio Mgmt.
Integrated
Portfolio Mgmt.
BusinessValue
2000 2006 2012
Effective project
delivery &
resource mgmt.
Select & Deliver
the Right
Projects
1. Optimize Capital
Spend – Project &
Portfolio financial
Controls
2. Control & Optimize All
Spend – Integrated
Portfolio Analysis
11.
Standardize financial controls & unify
disparate data
Establish
Financial
Structures
Enter cost by
year at level 2
in structure
Enter cost by
month at level
4 in structure
15. Y Y
Measure results and improve process
Estimating
Accuracy by
Approval Gate
% of projects
completed
Avg. % of cost
overruns for
completed projects
Benefits Realization
Accuracy