The document discusses the use of project portfolio management (PPM) solutions to improve IT governance. It finds that the number of organizations implementing these solutions has grown rapidly between 2004 and 2007. However, only 19% currently use PPM solutions to support portfolio management processes, though 25% plan to in the future. While PPM is focused on prioritizing projects and programs, many organizations have yet to adopt software tools to manage their portfolios strategically and align projects with business goals.
Scope 1 focuses on supporting individual projects through project execution and financial management. The average PPM solution scored 67% for project execution processes like planning, controlling and closing projects. Budget management was well supported. However, risk management was only available in some solutions. Overall, Scope 1 provides centralization and reporting for basic project support and control.
This document discusses Project Management as a Service (PMAAS), an innovative approach to managing project management phases and processes through a cloud of project management consultants working on an agile platform. Under PMAAS, individual project management phases and processes are managed independently by cloud-based consultants. Each phase acts as an agile sprint, with information from one phase feeding into the next. This gives project managers visibility while keeping project intricacies abstracted. The concept originated from challenges organizations face developing in-house project management capabilities. PMAAS provides a cost-effective cloud-based solution for managing projects.
The document discusses using social networks in project management. It describes how social networks can provide benefits like increased business value, better stakeholder engagement, and improved collaboration for virtual teams. The document outlines how social networks can be applied to various project management areas such as scope definition, communications, collaboration, and risk management. It also provides examples of how tools like Twitter can facilitate project communications and information sharing through features like tweets, hashtags, and lists. Finally, the document discusses considerations for implementing social networks in projects, including training teams and defining rules for privacy and content management.
The document discusses how fusing aspects of traditional waterfall project management and agile methodologies can improve the chances of project success, especially for large upgrade or migration projects. It provides examples of different "fusion approaches", such as using waterfall delivery within agile iterations or applying agile execution techniques within a waterfall framework. The success of a fusion approach depends on variables like organizational culture, risk appetite, and governance structures. When applied appropriately, a fusion model can help complete projects on time and budget while minimizing risks.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
The document discusses building a sustainable customer advocacy program. It recommends starting with identifying requirements, forming a program team, and creating a responsibility matrix. The process then focuses on delivering a tailored program to drive new customer acquisitions by shortlisting strong advocates and creating an advocacy messaging framework and outreach program. The final step is creating a tracker to monitor process efficiency and effectiveness against key performance indicators. Implementing this approach can significantly increase customer loyalty and give a competitive advantage.
Managing Organizational Change (MOC) involves systematically applying processes and tools to increase the speed and effectiveness of change adoption. MOC focuses on both internal teams directly involved in changes and external stakeholders. Key activities aim to improve team dynamics, communicate changes, build readiness for changes, and embed new processes and behaviors. Effective change requires awareness, skills development, and motivating stakeholders, which relies on strategic communication throughout the change process.
This document discusses management problems faced by project managers in manufacturing industries. It identifies several key challenges: lack of clarity in project scope, lack of project management skills, unclear roles and responsibilities for project managers, communication deficits, shifting organizational priorities, and poorly managed project changes. The document provides examples and recommends establishing clear scope statements, applying change management processes, providing project management training, and defining project manager roles and authority to help address these issues.
Scope 1 focuses on supporting individual projects through project execution and financial management. The average PPM solution scored 67% for project execution processes like planning, controlling and closing projects. Budget management was well supported. However, risk management was only available in some solutions. Overall, Scope 1 provides centralization and reporting for basic project support and control.
This document discusses Project Management as a Service (PMAAS), an innovative approach to managing project management phases and processes through a cloud of project management consultants working on an agile platform. Under PMAAS, individual project management phases and processes are managed independently by cloud-based consultants. Each phase acts as an agile sprint, with information from one phase feeding into the next. This gives project managers visibility while keeping project intricacies abstracted. The concept originated from challenges organizations face developing in-house project management capabilities. PMAAS provides a cost-effective cloud-based solution for managing projects.
The document discusses using social networks in project management. It describes how social networks can provide benefits like increased business value, better stakeholder engagement, and improved collaboration for virtual teams. The document outlines how social networks can be applied to various project management areas such as scope definition, communications, collaboration, and risk management. It also provides examples of how tools like Twitter can facilitate project communications and information sharing through features like tweets, hashtags, and lists. Finally, the document discusses considerations for implementing social networks in projects, including training teams and defining rules for privacy and content management.
The document discusses how fusing aspects of traditional waterfall project management and agile methodologies can improve the chances of project success, especially for large upgrade or migration projects. It provides examples of different "fusion approaches", such as using waterfall delivery within agile iterations or applying agile execution techniques within a waterfall framework. The success of a fusion approach depends on variables like organizational culture, risk appetite, and governance structures. When applied appropriately, a fusion model can help complete projects on time and budget while minimizing risks.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
The document discusses building a sustainable customer advocacy program. It recommends starting with identifying requirements, forming a program team, and creating a responsibility matrix. The process then focuses on delivering a tailored program to drive new customer acquisitions by shortlisting strong advocates and creating an advocacy messaging framework and outreach program. The final step is creating a tracker to monitor process efficiency and effectiveness against key performance indicators. Implementing this approach can significantly increase customer loyalty and give a competitive advantage.
Managing Organizational Change (MOC) involves systematically applying processes and tools to increase the speed and effectiveness of change adoption. MOC focuses on both internal teams directly involved in changes and external stakeholders. Key activities aim to improve team dynamics, communicate changes, build readiness for changes, and embed new processes and behaviors. Effective change requires awareness, skills development, and motivating stakeholders, which relies on strategic communication throughout the change process.
This document discusses management problems faced by project managers in manufacturing industries. It identifies several key challenges: lack of clarity in project scope, lack of project management skills, unclear roles and responsibilities for project managers, communication deficits, shifting organizational priorities, and poorly managed project changes. The document provides examples and recommends establishing clear scope statements, applying change management processes, providing project management training, and defining project manager roles and authority to help address these issues.
Social media, mobile devices, analytics and cloud computing (SMAC) have combined to create a technology ecosystem that supports project management. SMAC allows project managers to access information anytime from anywhere, collaborate more effectively with teams, and gain insights from analytics. While SMAC has benefits, successful adoption depends on factors like an organization's business model and culture. Project managers must redefine processes and best practices to leverage SMAC's value.
Agile Manifesto and Practices Selection for Tailoring Software DevelopmentManuel Kolp
Agile Manifesto and Practices Selection for Tailoring Software Development: a Systematic Literature Review, PROFES 2018, 19th Int. Conf. on Product-Focused Software Process Improvement, Nov. 28 – 30, Wolfsburg, Germany
Soreangsey Kiv, Samedi Heng, Manuel Kolp and Yves Wautelet
This document discusses applying innovative models and theories to project management. It describes four main innovative concepts: TRIZ, morphological analysis, system concept-knowledge theory, and the method of focal objects. TRIZ involves analyzing patents to identify common inventive principles to solve problems and eliminate conflicts. Morphological analysis works backwards from outcomes to components rather than vice versa. The document argues that using these innovative models in project modeling software could provide more solution options to meet client objectives compared to current practices.
The document discusses challenges in implementing project management practices in government organizations and innovative solutions adopted. It describes establishing a Project Management Office to introduce standardized processes, estimate projects more accurately using techniques like function point analysis, measure organizational performance through metrics and models, and implement tools like RFID for effort tracking, a project tracker, and balanced scorecards. The goal is to overcome challenges like rough estimates, scope creep, and improve project delivery in terms of cost, schedule and quality.
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
The document discusses how project managers can leverage recent advances in psychology to better manage human aspects of projects. It provides a framework for applying concepts from evidence-based psychology, positive psychology, and organizational psychology across the project lifecycle. The framework identifies common project management challenges and shows how psychological solutions like focusing on process over results, breaking work into small tasks, and praising effort over talent can address issues around negotiation, team motivation, and performance. The document advocates using a scientific, evidence-based approach to incorporate psychology into project management.
The document discusses the concept of trust in project management. It defines trust and explores how trust is both simple yet complex. The challenges of generating, developing, and maintaining trust are examined. Five case studies from a project manager's experiences are presented and analyzed to illustrate how trust was used as a tool in different scenarios, including with senior management, vendors, and project team members. The analysis finds that trust is a common and potent factor in project success.
This document describes a Deployment Excellence Framework (DEF) to effectively adopt high maturity processes. The framework includes 3 interlinked cycles: 1) Identification Cycle to target initial units and stakeholders, 2) Initial Deployment Cycle focusing on awareness and success indicators, and 3) Sustenance Cycle increasing adoption scope and self-reliance. It also includes a feedback adapter for course correction. The case study illustrates using DEF to standardize an organization's project estimation processes and templates by deploying new estimation models and tools over 6 quarters.
Agile Project Management Part 2 Final V1.5Mia Horrigan
Part two of this presentation looks at case studies where we applied agile as a philosophy and used a Prince2 methodology basis for our zenagile framework
The document discusses agile software project management methodologies. It presents the main characteristics of agile approaches like Extreme Programming (XP), Scrum, Crystal, and Microsoft Solution Framework (MSF) for Agile Software Development. These methodologies focus on people over processes, collaboration over contracts, responding to change, and producing working software. The document compares methodology components and outlines the principles and practices of some popular agile methodologies.
This document provides an overview of developing a stakeholder management system for large infrastructure projects. It discusses identifying stakeholders, analyzing them to determine their power/interests, and assessing their current engagement levels. The document then outlines developing stakeholder management plans with engagement strategies. These strategies aim to keep supporters engaged, neutralize sceptics, decrease negative impacts, and raise interest of disinterested stakeholders over the project life. The overall goal is an effective system to ensure stakeholder support and participation for project success.
Day 2 1230 - 1315 - pearl 1 - vineet jain v1.1PMI2011
This document discusses transforming an organization into a learning organization by converting "bench threats" into opportunities. It outlines the need for this transformation and key challenges like low motivation and ineffective training. The solution involves a two-pronged push-pull approach including a Development Manager dashboard to track capability contributions. Benefits include increased reusable components, training, and knowledge sharing. The best practices can be adapted by other organizations to improve productivity and employee satisfaction through continuous learning.
This document discusses implementing a "process way of life" culture within an organization. It involves three key steps:
1) Enabling people through fun and interactive training to increase process awareness. This helps ensure the right data enters systems.
2) Implementing common metrics and a single project management tool so internal and customer reporting is streamlined. This provides immediate feedback.
3) Recognizing and rewarding "process champions" and best practices to motivate adherence to processes and spread positive messages.
Benefits included more predictable project management, improved metrics, and effort/metrics being reported without reminders. The approach helped establish a consistent process culture.
We offer ONLINE assignment help, final year project help, academic writing, game design/development and programming help for UK, US, Australia, middle east, etc.
What do we guarantee?
Quality GUARANTEED – All our works are well written by experienced Ph.D. doctors who are experts both in knowledge-wise and writing skills.
Unlimited Revision – Some works need continuous revision especially when it comes with referencing style, formatting, design tactics, animation, logo, essence of logic in coding and etc We will help you to accomplish your goal in any cause.
Before the deadline- Some works need in 24 hrs and some way below or above. Our experts are ready to deliver on time easily through their skill and interest.
Programming code with comments- All our coding works are done with extra effort and we don’t want our students to be in pain without the comments. So we will include all possible explanations.
Value for money- Due to time input and hard work the quality is really high. But at the same time payment is really minimal.
All experts are well trained and highly qualified- We only select our experts with a proven track record.
Specialized quality checking team to review each task before submission – We can’t compromise quality, so we provide immense care on it for satisfaction and scoring high grade.
No plagiarism guaranteed – We use premium software to re-check all the originality of the work so that students don't piss off later.
Excellent assignment help service worldwide for international students ONLINE .
please <a href=https://qualityassignmenthelp.com/project-upload/>UPLOAD your assignments here </a>
"Excellent assignment help service worldwide for international students ONLINE including US, UK, Australia, middle east etc.
please <a href=https://qualityassignmenthelp.com/project-upload/>UPLOAD your assignments here </a>
PMO of the Year Award 2010 eBook, profiling IBM's PM/COE, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMOSIG, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
The document discusses how project portfolio management (PPM) can help organizations better manage their process improvement and process excellence (PI/PEX) initiatives. PPM can help close the strategy-execution gap by aligning initiatives with business strategies and goals. It allows organizations to plan initiatives, track resources, measure outcomes, and ensure initiatives deliver expected benefits. The document provides an example of a large bank that improved its PI efforts and achieved millions in benefits by adopting a PPM system to manage its growing number of improvement projects.
Restructure with less risk and more confidence. Business integration and its inherent transformational elements always present
a number of tough challenges as well as opportunities for the business as a
whole – e.g. deciding what the target operating model will look like and choosing
which systems best suit new ways of working. Lack of clarity with these new ways
of working can cause additional hurdles. For example, sometimes politics can
get in the way; with ‘pet’ systems chosen over those systems that actually fit the
target operating model and the desired culture of the merged organisations.
The ROSATOM state corporation launched a project to improve the quality of presentations used for strategic communications and events. Over 250 staff members were involved in creating 500-1000 presentations annually. The project partnered with consulting firm PowerLexis to conduct seminars and trainings for over 100 staff. A 4-part presentation template was developed along with an automation tool. Assessments found skills and quality improved. The new presentation standards and processes have been adopted across ROSATOM and its subsidiaries.
This document discusses a framework called CESR for evaluating the success of organizational change programs. CESR focuses on the "hard side" of change - objective metrics that can be used to measure performance. The key factors of CESR are Commitment, Effort, Schedule, and Review of Results. Commitment refers to support from senior and middle management in terms of budget, time, and communication. Effort looks at work done by those implementing and impacted by the change. Schedule tracks adherence to timelines. Review of Results examines whether objectives were achieved. The document argues that integrating evaluation of these hard factors with softer aspects can help determine if a change program was truly successful.
SAFe portfolio management @ Knowit nov 28Knowit_TM
The document discusses program portfolio management in SAFe. It describes the roles and responsibilities of the program portfolio management team, which includes senior executives and managers. Their responsibilities include setting the portfolio vision and strategy, allocating funding to investment themes, and governing program execution. The portfolio management team aims to transform traditional portfolio management approaches to more "agilean" approaches through practices like decentralized decision-making, continuous value delivery, light-weight business cases, and self-organizing Agile Release Trains.
Project Management Framework automation for Project and Portfolio Management ...PMILebanonChapter
Lecture Outline
• Project Management Framework (PMF) and its applications
• Existing project and portfolio management tools
• Project Management Framework Automation: How to?
• The benefits and the challenges of PMF process automation
Lecture Objectives
To introduce the challenges of applying project management standards without any automation tool that can help facilitate the whole process. Applying Project Management standards along with using the right project management tools and Process Automation is key to success in the project management world. Without combining both, PM standards knowledge and Framework automation, applying project management processes by project and portfolio managers in any organization will be a big challenge.
Lecturer’s Biography
Dr. Mona ZOUGHAIB is the VP/Marketing Director of PMI Lebanon Chapter. Mona is currently the head of project management office and the advisor to the CIO at Middle East Airlines since more than two years. Before joining the aviation industry, Mona was a banker for more than 18 years from Arab Bank as section head / IT development unit to Fransabank as head of IT project management and later joined Byblos Bank as senior program manager.
Dr. Zoughaib has a Computer Science degree from LAU (1993), MBA from LAU (2005) and PhD in MIS from Paris Descartes – Paris V (2009), and she is PMP certified.
In addition to her long years of professional experience, Mona is a senior lecturer at AUB and an Associate Professor at the Lebanese university, HAIGAZIAN University and Rafic Hariri University
Social media, mobile devices, analytics and cloud computing (SMAC) have combined to create a technology ecosystem that supports project management. SMAC allows project managers to access information anytime from anywhere, collaborate more effectively with teams, and gain insights from analytics. While SMAC has benefits, successful adoption depends on factors like an organization's business model and culture. Project managers must redefine processes and best practices to leverage SMAC's value.
Agile Manifesto and Practices Selection for Tailoring Software DevelopmentManuel Kolp
Agile Manifesto and Practices Selection for Tailoring Software Development: a Systematic Literature Review, PROFES 2018, 19th Int. Conf. on Product-Focused Software Process Improvement, Nov. 28 – 30, Wolfsburg, Germany
Soreangsey Kiv, Samedi Heng, Manuel Kolp and Yves Wautelet
This document discusses applying innovative models and theories to project management. It describes four main innovative concepts: TRIZ, morphological analysis, system concept-knowledge theory, and the method of focal objects. TRIZ involves analyzing patents to identify common inventive principles to solve problems and eliminate conflicts. Morphological analysis works backwards from outcomes to components rather than vice versa. The document argues that using these innovative models in project modeling software could provide more solution options to meet client objectives compared to current practices.
The document discusses challenges in implementing project management practices in government organizations and innovative solutions adopted. It describes establishing a Project Management Office to introduce standardized processes, estimate projects more accurately using techniques like function point analysis, measure organizational performance through metrics and models, and implement tools like RFID for effort tracking, a project tracker, and balanced scorecards. The goal is to overcome challenges like rough estimates, scope creep, and improve project delivery in terms of cost, schedule and quality.
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
The document discusses how project managers can leverage recent advances in psychology to better manage human aspects of projects. It provides a framework for applying concepts from evidence-based psychology, positive psychology, and organizational psychology across the project lifecycle. The framework identifies common project management challenges and shows how psychological solutions like focusing on process over results, breaking work into small tasks, and praising effort over talent can address issues around negotiation, team motivation, and performance. The document advocates using a scientific, evidence-based approach to incorporate psychology into project management.
The document discusses the concept of trust in project management. It defines trust and explores how trust is both simple yet complex. The challenges of generating, developing, and maintaining trust are examined. Five case studies from a project manager's experiences are presented and analyzed to illustrate how trust was used as a tool in different scenarios, including with senior management, vendors, and project team members. The analysis finds that trust is a common and potent factor in project success.
This document describes a Deployment Excellence Framework (DEF) to effectively adopt high maturity processes. The framework includes 3 interlinked cycles: 1) Identification Cycle to target initial units and stakeholders, 2) Initial Deployment Cycle focusing on awareness and success indicators, and 3) Sustenance Cycle increasing adoption scope and self-reliance. It also includes a feedback adapter for course correction. The case study illustrates using DEF to standardize an organization's project estimation processes and templates by deploying new estimation models and tools over 6 quarters.
Agile Project Management Part 2 Final V1.5Mia Horrigan
Part two of this presentation looks at case studies where we applied agile as a philosophy and used a Prince2 methodology basis for our zenagile framework
The document discusses agile software project management methodologies. It presents the main characteristics of agile approaches like Extreme Programming (XP), Scrum, Crystal, and Microsoft Solution Framework (MSF) for Agile Software Development. These methodologies focus on people over processes, collaboration over contracts, responding to change, and producing working software. The document compares methodology components and outlines the principles and practices of some popular agile methodologies.
This document provides an overview of developing a stakeholder management system for large infrastructure projects. It discusses identifying stakeholders, analyzing them to determine their power/interests, and assessing their current engagement levels. The document then outlines developing stakeholder management plans with engagement strategies. These strategies aim to keep supporters engaged, neutralize sceptics, decrease negative impacts, and raise interest of disinterested stakeholders over the project life. The overall goal is an effective system to ensure stakeholder support and participation for project success.
Day 2 1230 - 1315 - pearl 1 - vineet jain v1.1PMI2011
This document discusses transforming an organization into a learning organization by converting "bench threats" into opportunities. It outlines the need for this transformation and key challenges like low motivation and ineffective training. The solution involves a two-pronged push-pull approach including a Development Manager dashboard to track capability contributions. Benefits include increased reusable components, training, and knowledge sharing. The best practices can be adapted by other organizations to improve productivity and employee satisfaction through continuous learning.
This document discusses implementing a "process way of life" culture within an organization. It involves three key steps:
1) Enabling people through fun and interactive training to increase process awareness. This helps ensure the right data enters systems.
2) Implementing common metrics and a single project management tool so internal and customer reporting is streamlined. This provides immediate feedback.
3) Recognizing and rewarding "process champions" and best practices to motivate adherence to processes and spread positive messages.
Benefits included more predictable project management, improved metrics, and effort/metrics being reported without reminders. The approach helped establish a consistent process culture.
We offer ONLINE assignment help, final year project help, academic writing, game design/development and programming help for UK, US, Australia, middle east, etc.
What do we guarantee?
Quality GUARANTEED – All our works are well written by experienced Ph.D. doctors who are experts both in knowledge-wise and writing skills.
Unlimited Revision – Some works need continuous revision especially when it comes with referencing style, formatting, design tactics, animation, logo, essence of logic in coding and etc We will help you to accomplish your goal in any cause.
Before the deadline- Some works need in 24 hrs and some way below or above. Our experts are ready to deliver on time easily through their skill and interest.
Programming code with comments- All our coding works are done with extra effort and we don’t want our students to be in pain without the comments. So we will include all possible explanations.
Value for money- Due to time input and hard work the quality is really high. But at the same time payment is really minimal.
All experts are well trained and highly qualified- We only select our experts with a proven track record.
Specialized quality checking team to review each task before submission – We can’t compromise quality, so we provide immense care on it for satisfaction and scoring high grade.
No plagiarism guaranteed – We use premium software to re-check all the originality of the work so that students don't piss off later.
Excellent assignment help service worldwide for international students ONLINE .
please <a href=https://qualityassignmenthelp.com/project-upload/>UPLOAD your assignments here </a>
"Excellent assignment help service worldwide for international students ONLINE including US, UK, Australia, middle east etc.
please <a href=https://qualityassignmenthelp.com/project-upload/>UPLOAD your assignments here </a>
PMO of the Year Award 2010 eBook, profiling IBM's PM/COE, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMOSIG, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
The document discusses how project portfolio management (PPM) can help organizations better manage their process improvement and process excellence (PI/PEX) initiatives. PPM can help close the strategy-execution gap by aligning initiatives with business strategies and goals. It allows organizations to plan initiatives, track resources, measure outcomes, and ensure initiatives deliver expected benefits. The document provides an example of a large bank that improved its PI efforts and achieved millions in benefits by adopting a PPM system to manage its growing number of improvement projects.
Restructure with less risk and more confidence. Business integration and its inherent transformational elements always present
a number of tough challenges as well as opportunities for the business as a
whole – e.g. deciding what the target operating model will look like and choosing
which systems best suit new ways of working. Lack of clarity with these new ways
of working can cause additional hurdles. For example, sometimes politics can
get in the way; with ‘pet’ systems chosen over those systems that actually fit the
target operating model and the desired culture of the merged organisations.
The ROSATOM state corporation launched a project to improve the quality of presentations used for strategic communications and events. Over 250 staff members were involved in creating 500-1000 presentations annually. The project partnered with consulting firm PowerLexis to conduct seminars and trainings for over 100 staff. A 4-part presentation template was developed along with an automation tool. Assessments found skills and quality improved. The new presentation standards and processes have been adopted across ROSATOM and its subsidiaries.
This document discusses a framework called CESR for evaluating the success of organizational change programs. CESR focuses on the "hard side" of change - objective metrics that can be used to measure performance. The key factors of CESR are Commitment, Effort, Schedule, and Review of Results. Commitment refers to support from senior and middle management in terms of budget, time, and communication. Effort looks at work done by those implementing and impacted by the change. Schedule tracks adherence to timelines. Review of Results examines whether objectives were achieved. The document argues that integrating evaluation of these hard factors with softer aspects can help determine if a change program was truly successful.
SAFe portfolio management @ Knowit nov 28Knowit_TM
The document discusses program portfolio management in SAFe. It describes the roles and responsibilities of the program portfolio management team, which includes senior executives and managers. Their responsibilities include setting the portfolio vision and strategy, allocating funding to investment themes, and governing program execution. The portfolio management team aims to transform traditional portfolio management approaches to more "agilean" approaches through practices like decentralized decision-making, continuous value delivery, light-weight business cases, and self-organizing Agile Release Trains.
Project Management Framework automation for Project and Portfolio Management ...PMILebanonChapter
Lecture Outline
• Project Management Framework (PMF) and its applications
• Existing project and portfolio management tools
• Project Management Framework Automation: How to?
• The benefits and the challenges of PMF process automation
Lecture Objectives
To introduce the challenges of applying project management standards without any automation tool that can help facilitate the whole process. Applying Project Management standards along with using the right project management tools and Process Automation is key to success in the project management world. Without combining both, PM standards knowledge and Framework automation, applying project management processes by project and portfolio managers in any organization will be a big challenge.
Lecturer’s Biography
Dr. Mona ZOUGHAIB is the VP/Marketing Director of PMI Lebanon Chapter. Mona is currently the head of project management office and the advisor to the CIO at Middle East Airlines since more than two years. Before joining the aviation industry, Mona was a banker for more than 18 years from Arab Bank as section head / IT development unit to Fransabank as head of IT project management and later joined Byblos Bank as senior program manager.
Dr. Zoughaib has a Computer Science degree from LAU (1993), MBA from LAU (2005) and PhD in MIS from Paris Descartes – Paris V (2009), and she is PMP certified.
In addition to her long years of professional experience, Mona is a senior lecturer at AUB and an Associate Professor at the Lebanese university, HAIGAZIAN University and Rafic Hariri University
Glue and sticking together - a story by Capgemini on YammerCapgemini
The document discusses Capgemini's adoption and use of the enterprise social networking tool Yammer. It describes how Yammer was initially adopted by a few Capgemini employees in 2008 and grew organically within the company. By 2011, Capgemini had become the largest Yammer network with over 30,000 users across 800 groups. The document outlines how Yammer provided improved communication and collaboration capabilities within Capgemini compared to previous internal communication tools. It also discusses Capgemini upgrading to the premium Yammer version and research conducted on how employees were using Yammer within the company.
The document discusses the results of a survey about Project Portfolio Management (PPM) and Project Management Offices (PMOs). Key findings include:
1) Most organizations have PPM processes, methodologies and tools in place but still see room for improvement in governance, especially regarding risk management and decision making power.
2) While strategic goals guide PPM, portfolios are often defined by business lines rather than goals. Cost reduction is the most common strategic objective for projects.
3) Over 75% of respondents have a PMO to support PPM, most often set up by business line. PMOs' main responsibilities include support, administration and standards.
4) Governance works best for
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
To build a strategic PMO, focus on cultural change through speed and patience, leadership from the bottom up, enterprise-wide systems, knowledge management, and open communication. Establish processes and standards while allowing flexibility. View projects through a systems perspective across the organization. Continuous learning and process improvement are needed over several years to fully mature the PMO and achieve project management excellence.
The document discusses how project management offices (PMOs) evolve through three stages - project management, program management, and portfolio management - as business needs change.
At the project management stage, the PMO focuses on implementing project management processes, tools, and developing project managers. At the program management stage, the PMO coordinates related business and IT projects and ensures resources are used efficiently. At the portfolio management stage, the PMO optimizes all project and program investments to contribute to business growth.
Chief information officers play a key role in ensuring PMOs master the basics at each stage before evolving, and in matching the PMO's stage to changing business needs. PMOs must demonstrate improvements at each stage to justify further
With the proliferation of technology, banking customers are living in a connected world with their experience from other industries influencing their expectations from their financial services provider. This has led to an evolving customer-bank relationship necessitating banks to be more customer-centric by embedding themselves in customers’ lives to meet rising customer experience expectations. However, banks have been facing challenges in meeting customer expectations, as they are troubled with legacy challenges both in terms of technology and culture. This document aims to understand and analyze the trends in the banking industry that are expected to drive the dynamics of the banking ecosystem in the near future.
The document discusses agile program and portfolio management. It begins by stating that adopting agile practices requires organizational transformation, not just overlaying processes. It then covers topics like agile competencies across different levels (team, program, portfolio, enterprise), managing work across time horizons (continuous, daily, iteration, release, strategic), and using story maps to decompose work from epics to features to user stories. Finally, it discusses key aspects of agile such as sprinting, velocity, and prioritizing minimally marketable features.
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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
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Ppm Solutions For It Governance, The User Perspective
1. the way we see it
PPM solutions for
IT Governance
The user perspective
2.
3. the way we see it
PPM solutions for IT Governance
The user perspective
Tjie-Jau Man
Erwin Dunnink
4. Table of Contents
Foreword 3
1 PPM – Achieving Governance 5
2 Are users satisfied? 11
3 Getting the max out of PPM 17
4 About the Survey – Intention and Method 19
Appendix A 23
5. the way we see it
Foreword
Achieving goals through Besides adopting various methodo the time to share their experiences
logies, such as PRINCE2 and MSP, and opinions with us. Our report
projects and business organisations also consider the imple offers value to the vendors of PPM
(improvement) program- mentation of software tools to be an solutions (some of the functions and
important enabler for the improve features of their solutions are barely
mes is popular. ment of their project portfolio man used) as well as ideas on strategies
agement (PPM) performance. which user organisations might con
Organisations operating sider when they seek to enable their
in various industry sectors We define PPM as the discipline PPM processes with a supporting
focusing on the strategic alignment, solution.
strive to professionalise prioritisation and governance of
the way in which they initiatives, projects and programmes. The survey was conducted by Erwin
Dunnink (erwin.dunnink@capgemini.
manage these temporary The purpose of this survey is to explore com) and TjieJau Man (tjiejau.man
the views of leading organisations on @capgemini.com), both from
endeavours. the use of PPM solutions as a means Capgemini in the Netherlands.
to improve their (IT) Governance.
How are PPM solutions used? What We hope this publication stimulates
business processes are being enabled thoughtful discussions on the usage
by these tools? Are the users satisfied? of PPM solutions.
What are the objectives of leading
organisations in implementing such Utrecht, spring 2008
tools? What lessons can be learned
from these organisations? Rudolf Laane
Vice President
The survey is based on responses from
32 organisations, from 5 countries, re
presenting all major industry sectors. It
is the latest publication in Capgemini’s
Project Performance Improvement series,
which sets out our point of view on
projectbased management. This user
survey is an excellent complement to
our 2005 solution study, in which we
created transparency in the market for
PPM solutions.
In order to assist organisations with
the professionalisation of their PPM
processes and the implementation of
supportive tools, Capgemini offers
skilled support through its global
network of Project Performance
Improvement (PPI) practices.
We would like to express our sincerest
thanks to all participants for taking
6.
7. the way we see it
1 PPM - Achieving Governance
PPM asks the critical After focusing on project efficiency, it menting software solutions to improve
question: “Are we doing is now time for organisations to step their PPM processes. The figure below
beyond it and glance at the effective shows that between 2004 and 2007
the right things?” ness of the projects they are undertak the number of PPM implementations
ing and adapt a governance approach at our respondents has grown rapidly
to the complete portfolio of projects. (Figure 1). Although they are called
The impact of projects has become PPM solutions, they also provide func
enormous over time and organisations tionalities in support of other IT
cannot afford to waste any of their Governance processes.
limited resources. This is the main
reason why organisations must no Based on our experience, we have
longer consider ‘if’ they should apply chosen to focus on the following pro
PPM but rather ‘when’ and, most im cess areas in this survey, as they are
portantly, ‘how’ they should do so. the most relevant to projectbased
management:
PPM is about prioritising and facilitat
ing all running projects/programmes n Portfolio management
to maintain their effectiveness. In order n Programme management
to take these decisions, organisations n Project management
require information. Besides the col n Resource management
lection of decisioncritical informa
tion, organisations also have to find
the means to manage it.
PPM is here to stay In recent years, organisations have
begun to see the benefits of imple
Figure 1: PPM software implementations
100%
80%
% of respondents
60%
40%
20%
0%
before 2000 ’00 - ’03 ’04 - ’07
8. Only 19% of organisations Portfolio management The majority of the organisations do
use a PPM solution to Portfolio management concerns the not use software tools to support their
identification, selection, prioritisation, portfolio management processes
support portfolio financing, monitoring and maintenance (Figure 2). However, around 25% of
management of the desired set of projects or pro the respondents cited portfolio man
grammes, in order to meet organisa agement as one of the process areas
tional goals. It is about control of in which they wish to support with soft
vestments (i.e. projects/programmes) ware in the near future. This reflects
to gain maximum performance. the increasing awareness of the impor
Portfolio management is a cyclic itera tance of aligning projects and pro
tive process, comprising four steps: grammes with the business strategy
and goals. In 2005, PPM solutions
n collect all relevant project or pro were found to show low functionality
gramme initiatives coverage1 scores for some portfolio
n analyse the various portfolio scenarios management processes. The studied
n decide which scenario to favour and solutions scored 60% and 40% for the
n effectuate the decisions by adapting ‘analyse portfolio scenarios’ and ‘adapt
the portfolio. the portfolio’ processes respectively,
which was relatively low compared to
Increased awareness Figure 2: Usage of portfolio other portfolio management processes.
of Business Strategy management This limited functionality support may
be one of the reasons why organisa
alignment tions seem to be slow in adopting
portfolio management.
Programme management
19% On a lower abstraction level than
portfolio management, programme
management focuses on the realisation
of the business vision and strategy,
56% 19%
involving significant business and IT
changes, multiple projects and services
across various business areas.
6% Adopting the processes defined in
Managing Successful Programs
Use PPM solution (MSP)2, programme management
Use other tool(s) comprises the following activities:
Use combination of
PPM and other tools n identifying a programme
Don’t use tools n defining a programme
1 A functionality coverage score is the n governing a programme
percentage of functionalities covered
n running a programme and
by the studied solutions on average for
specific processes.
When looking at the complete project n closing a programme.
2 Managing Successful Programmes is an portfolio of the respondents (20,764
approach to programme management projects), it is found that only 25% In contrast to portfolio management,
developed by the Office of Government of the projects are governed as a port more than half of the participating
Commerce (OGC) in the UK. folio using the PPM solution. organisations indicated that they use
PPM solutions for IT Governance
9. the way we see it
their PPM solutions to support their most of the studied solutions offered More than half of the
programme management processes the basic functionalities and more for organisations use PPM
(Figure 3). The functionality coverage project management. They scored par
score of the solutions for programme ticularly high for functionalities sup to support programme
management was 64%. porting the definition of projects and management
managing project capabilities (72.5%).
Figure 3: Programme management
support As depicted in Figure 4, most orga
nisations use their PPM solutions to
support their project execution man
agement processes.
Figure 4: Project execution 70% use PPM to support
management support project execution
35% management
53%
10%
6% 10%
6%
10%
Use PPM solution
Use other tool(s)
70%
Use combination of
PPM and other tools
Don’t use tools
Use PPM solution
From a solutions point of view, pro Use other tool(s)
grammes and projects are very much Use combination of
alike. It is therefore surprising to see PPM and other tools
Don’t use tools
that 35% still do not use PPM to sup
port programme management.
Project management The most surprising aspect of Figure
Project management in this study 4 is that 10% of the organisations
covers the processes in the following do not use their PPM solutions to
three process areas: support project execution processes.
Further examination showed that or
n Project execution management ganisations within this 10% use PPM
n Project cost management to support portfolio management,
n Control alerts management resource allocation management and
project cost management processes.
These areas are part of the core compo
nents of a typical PPM solution. The Tracking the progress by expenditures
solutions study in 2005 showed that and physical scope accomplishments
10. PPM cost management: is also essential. Assessing the prog the most suitable resources to tasks
well supported, barely ress allows the manager to adjust the (within the constraints of availability).
project approach and the environment Recording personnel and administer
used within which the project or programme ing their competences were processes
is being conducted. for which the PPM solutions scored
relatively high (70.7% and 72.9%
The highest functionality coverage respectively). Organisations in the
score was found in the project cost Manufacturing sector appear to favour
component of PPM solutions (76.6%). PPM solutions most in supporting
Nevertheless, a significant number of these two processes. 60% of the re
organisations indicate that they are spondents in this group indicated that
using other tools (in combination these two processes are supported by
with their PPM solution) to support their PPM solution. More than 30%
this process area (Figure 5). This of the organisations use other tools
could be explained by the fact that to manage their human resources. In
integrations with financial systems many cases an interface is realised
are often realised to cover functional with an HRM solution.
ities for project cost management pro
cesses. Processes relating to the allocation of
registered resources are well support
Figure 5: Project cost management ed by solutions. On average, more
support than 60% of the organisations use
PPM solutions to support their re
source allocation activities (Figure 6).
Figure 6: Resource allocation
13% management support
23% 48%
16%
16% 6%
Use PPM solution 16% 62%
Use other tool(s)
Use combination of
PPM and other tools
Don’t use tools
Use PPM solution
Use other tool(s)
Over 30% use multiple Resource management Use combination of
From a solutions point of view, the PPM and other tools
solutions for resource Don’t use tools
key is being able to register the infor
management mation needed to allocate and assign
PPM solutions for IT Governance
11. the way we see it
When combining the figures of the The core PPM
2005 solutions study with the 2007 functionalities are
user survey, we can see that most
participating organisations use PPM used extensively
solutions to support project execution,
resource allocation, project cost and
programme management. As for the
remaining four areas we investigated,
few organisations appear to use PPM
solutions to support them, despite
the broad coverage of functionalities
offered.
Figure 7: Software support usage and functionality coverage
Project execution mgmt
Project cost mgmt
Resource allocation mgmt
Programme mgmt
Resource mgmt
Portfolio mgmt
Control alerts mgmt
Knowledge mgmt
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Use of PPM solution to support process area (2007 user survey)
Functional coverage (2005 solutions study)
This figure shows that many functions
and features available in solutions are
not used by the respondents.
On the other hand, it is interesting
to note that 43% of the organisations
indicate that they use other tools to
complement the functionalities of the
main PPM solutions.
12.
13. the way we see it
2 Are users satisfied?
Top 3 PPM implementation An important aspect in user satisfac The respondents were also asked
objectives: tion is the extent to which the objec about the benefits of using PPM
tives of implementing a PPM solution solutions in terms of cost reduction.
Planning Control
n
were met after the implementation. About half of the respondents an
Standardisation
n swered this question, and it emerged
Transparency
n
When the organisations were asked that more than 90% of them did not
to state the three most important achieve any reduction in costs. In
objectives for implementing their addition, none of the respondents
PPM solutions, most of them selected provided precise figures. This might
‘Planning control’, ‘Standardisation’ be due to the fact that IT investments
and ‘Transparency’. This corresponds are one of the most difficult types of
to a trend mentioned in 2005, where investment in which to determine the
by organisations seek enterprisewide payoff. One important reason for this
project transparency and control. is that IT investments often entail sig
Aside from the ‘Other’ category, the nificant changes in business processes
achievements of these three objectives and communications between depart
are also the highest compared to other ments and employees. Expressing the
objectives, with average percentages value and benefits of these changes in
around sixty. This category includes monetary terms has proved to be very
‘gaining insight into supply and de difficult for organisations in general.
Cost reduction is not mand’, ‘replacing a dysfunctional solu Looking at Figure 8, we see that cost
tion’ and ‘integrating the backoffice reduction was not even one of the
the main reason for teams in India with the frontoffices most important reasons for imple
implementing PPM early visibility of potential overruns’. menting a PPM solution.
Figure 8: Objectives of PPM implementations and achievement after implementation
Planning Control
Transparency
Standardisation
Coordination
Communication
Cost reduction
Time-to-market
Other
Quality Control
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
% respondents selecting this objective
% achieved after software implementation
11
14. PPM solutions contribute Of course, there were good reasons the PPM solution itself (Figure 9). This
to organisational maturity for the organisations to implement a may explain why organisations use a
PPM solution, although the benefits combination of the PPM solution and
were not fully quantifiable. When other tools to support their PM pro
considering the professionalisation of cesses. The complementary tools men
project management, the concept of tioned most often are Microsoft Excel
maturity is often cited as an important and homegrown applications.
benefit. The agenda of every project
based organisation includes the achieve Software quality
ment of higher maturity in its project The respondents in the user survey
management processes and skills. were asked to indicate the software
This aim is based on the promise that quality as they perceive it. Three
higher maturity leads to better busi characteristics of software quality
ness performance. In this survey, were covered in the survey:
respondents were asked subjectively
whether they perceived any develop n Functionality
ments regarding maturity after the im Does the solution provide the
plementation, and the majority (69%) desired functionalities? Does it
indicated that the use of a PPM solu perform in accordance with user
tion does contribute to achieving a expectations? Does it adhere to
higher project management maturity application standards?
level. An important reason could be n Usability
that organisations which use a PPM Is it easy to learn to use the solu
solution usually have stricter gover tion? Is it easy to operate? Is it clear
nance in place for projects. to the user what he/she can do with
it?
Most organisations Overall, respondents are satisfied with n Maintainability
are satisfied with PPM the support provided by the software Is it easy to identify causes of fail
they are using. The respondents rate ures? Is it easy to modify or clear
solutions their satisfaction with tools other than faults? Is it easy to (re)establish its
their PPM solution higher than with running status?
Figure 9: General satisfaction - PPM solutions and other tools
50%
40%
% of respondents
30%
20%
10%
0%
Very dissatisfied Very satisfied
PPM solution Other tools
12 PPM solutions for IT Governance
15. the way we see it
Each respondent was asked to indicate Usability and
the extent to which he/she agreed with
maintainability
the statements underlying these three
aspects. need to be improved
Figure 10: ‘PPM solutions do well in terms of...’
Functionality
Usability
Maintainability
0% 20% 40% 60% 80% 100%
Agree Disagree
After aggregating the results, we found
that most respondents agree that PPM
solutions fare quite well in terms of
the functionality aspect. When dis
cussing software usability, opinions
are divided equally. Finally, it appears
that with regard to the maintainability
of PPM solutions, user organisations
believe there is a lot of room for im
provement (Figure 10). The PPM so
lutions have very low scores for main
tainability. Since we have investigated
offtheshelf solutions, the respon
dents are partly dependent on the
vendors’ ability to solve deficiencies
in the software which affect maintain
ability. This is because there is a de
pendency between this aspect of soft
ware quality and solution vendors.
Two interesting findings in this part
are the 20% of respondents stating
that their solutions do not offer the
desired functionalities and an even
higher percentage of respondents
1
16. Additional functionalities indicating that it is not performing in view of a number of the respondents
are needed accordance with users’ expectations. It on PPM solutions. Despite the possi
is therefore not surprising that 59% of bility of configuring PPM solutions to
the respondents give positive answers fit the situation within organisations
concerning the need for additional as far as possible, more than 90% of
functionality. This score seems to the respondents indicate that there are
point to a wellknown ‘disadvantage’ implemented functionalities which
of offtheshelf software: it will never they do not use. There is a need for
be completely aligned with the needs greater adaptability in existing solu
and wishes of every individual organi tions. One way to do this is by devel
sation. oping a ‘light’ version of a PPM solu
tion, as was requested by one of the
Complexity undermines The purpose of introducing PPM solu respondents.
maintainability tions is to provide an integrated soft
ware solution for the different yet The implementation process
related processes underlying project Most of the respondents indicated
based management. A certain degree that achieving the objectives is to a
of complexity in these solutions is large extent related to how the imple
therefore inevitable. However, not all mentation of the software was han
organisations are ready or find it nec dled. An interesting coherence was
essary to implement the fullblown found when we examined the rela
offering of functionalities embodied tionship between the scores given
by PPM solutions. The wellknown for the support provided after imple
phrase ‘Less is More’ appears to be ap mentation and satisfaction with the
propriate to describe the presentday software in general.
Figure 11: Importance of support after implementation
Excellent
Implementation support rating
Poor
Very dissatisfied Very satisfied
Software satisfaction
14 PPM solutions for IT Governance
17. the way we see it
A significant, positive correlation was Do not underestimate the
also found between the rating given for implementation process
the quality of support after implemen
tation and the contribution of the soft
ware to achieving the objectives of the
implementation. This clearly shows
that managing the organisational
change is an important factor for the
success of the implementation. The
respondents also indicated that support
by a third party is seen as highly valu
able in this regard (Figure 12).
Figure 12: Implementation satisfaction - by support party
Satisfied
Dissatisfied
Implementation Organisational Support after
support change implementation
By software suppplier By third party By both
1
18.
19. the way we see it
3 Getting the max out of PPM
The findings show a Most users do not require broader n Success of the implementation
functionality but are looking for an depends to a large extent on sup
gap between users’ improvement in existing functionality port of endusers during and after
expectations of PPM and usability. The users’ message to implementation.
the vendors is clear: they must make n Implementing a PPM solution
solutions and the func- sure that: improves the PPM maturity of
n userfriendliness is improved by an organisation.
tionality offered. This offering userfocused functionality;
creates an opportunity n clients must be able to use modules PPM is a business area that is impor
without having to implement the tant in today’s business. Many efforts
to bridge this gap over fullblown functionality; are managed in a projectbased way.
the next few years. n project management methods are Alignment of approaches, setting up
clearly supported by offering solu a supporting organisation and imple
tions with the appropriate termino menting a solution are equally impor
logy on the screens; tant to enable an organisation to im
n core functionality must be suppor prove on its projectbased management.
ted in greater depth before additio
nal (noncore) functionality is con This survey again stresses the impor
sidered. The respondents indicated tance of a well thoughtout approach
that they primarily use the core to implementing PPM solutions.
functionality and are not (yet) The solutions available offer a broad
interested in other functionality. range of functionality. The challenge
in implementation projects is how to
Where the vendors have one item to make the best use of the possibilities
focus on, i.e. functionality, the user offered. A combined approach of
survey presents a more varied picture processes, organisation, people and a
of users. The main topics are: supporting PPM solution are essential
n Not all functional areas are imple in this regard.
mented, although the functionality
is present. This offers a big opportu
nity for users to extend the existing
implementation focused on project
and cost management and resource
allocation to other adjacent areas
such as portfolio management and
resource management. In this way
additional benefits will be achieved.
n PPM implementation offers broader
benefits than anticipated by many
users. The main goals defined prior
to implementation are planning
control, transparency and standar
disation. In most cases these three
goals are attained, together with
goals in other areas such as cost
reduction, quality and control and
timetomarket.
1
20.
21. the way we see it
4 About the Survey - Intention and
Method
When conducting a study of the use Telco Consulting
n
of PPM solutions, it is important to This group consists of telecommu
explore first the backgrounds of the nications organisations and those
user organisations. We therefore col operating in the consultancy sector.
lected some key figures relating to the
characteristics of projects and the allo Some of the results in this report are
cation of resources at the participating presented on the basis of these four
organisations. sectors. The distribution of respon
dents among these industry sectors is
The participants in the user survey are shown below (Figure 13).
classified into four industry sectors.
These are: We trust the information presented in
n Public services this paper will provide effective sup
This group comprises governmental port for organisations planning to im
organisations such as tax authorities, plement a PPM solution from scratch
ministries and local government. or those who are planning to optimise
n Manufacturing the implementation and extend the
Manufacturing companies and retail support of the solution to other pro
companies belong to this group. cesses.
n Financial services
This group covers banks and insu This report contains the results of the
rance companies. user survey, which was based on an
online questionnaire containing 51
Figure 13: Number of respondents by questions. It provides insights into the
industry satisfaction with and use of PPM solu
tions. A total of 32 user organisations
(one participant each) were willing to
share their experiences.
400 new projects are 13%
On average, the participating organi
initiated each year on sations initiate around 400 projects
25% each year. However, when looking at
average the individual amounts, we observe
large differences, with one organisa
tion initiating only five projects and
40%
22%
another up to 2,500 projects per year.
Public Services
Manufacturing
Financial Services
Telco Consulting
1
22. 650 active projects on In addition to the number of projects
average initiated each year, it is also interest
ing to consider the number of projects
that are active at a certain moment in
time. The total amounts to 20,764,
which is on average around 650 pro
jects per respondent. This number in
cludes the projects which continue for
more than one year.
Most projects are A closer examination of the project
completed within a year duration shows that in all four sectors
the majority of projects are completed
within a year (Figure 14). This is not
surprising, since a shorter duration
makes projects more manageable.
It also reflects a trend we have identi
fied among our clients, who wish to
define projects with clear objectives to
be achieved in a short time period in
order to optimise the manageability of
projects.
Figure 14: Average project duration by industry
Public Services
Financial Services
Telco Consulting
Manufacturing
0% 20% 40% 60% 80% 100%
% of projects
Less than 1 year More than 1 year
20 PPM solutions for IT Governance
23. the way we see it
The participating organisations were 40% of resources work
Figure 15: Average number of
asked to provide the percentages part-time in projects
employees in a project
of employees working parttime in
projects. It emerged that fewer than
50% of employees are allocated part
time to projects in all four sectors.
6%
With regard to the number of emplo 13% Project team consists
yees usually participating in a project, 13%
most often of 5-25
the Public Services and Telco
Consulting sectors are the two sectors resources
in which organisations allocate more 29%
than fifty employees to a project. On
average, most of the organisations al 39%
locate between five and 25 employees
to a project (Figure 15).
5
5 - 10
10 - 25
25 - 50
50
21
24.
25. the way we see it
Appendix A
About Capgemini PPI n PPI Solutions is focuses on
Capgemini’s Project Performance optimising the Project Portfolio
Improvement (PPI) practices are Management (PPM) processes in
globally present in the Netherlands, an organisation with the support
Belgium, Germany, Austria, Sweden, of the right tools. PPI Solutions has
Poland, Spain, France, the UK, India thorough implementation know
and the US. These practices serve ledge of the PPM solutions available
projectbased organisations with the in the market.
professionalisation of executing and n PPI Global Services Centre is a
governing projects, programmes and highly industrialised delivery centre
portfolios. PPI is a full service provid for PPMapplication management
er in this market space: Consulting, and PPM reports and interface
Technology, Outsourcing. development.
The main business issue addressed For more information on PPI see
by PPI involves organisations that are www.nl.capgemini.com/PPI/ (in
not in control of the execution of their Dutch)
projects, programmes and portfolios.
n PPI Consulting offers services such
as project managers’ assessments,
organisation assessments (OPM3,
CMMI), setting up or running
Project Management Offices, imple
menting PRINCE2, MSP and Project
Portfolio management (PPM).
2