Project Portfolio Management (PPM) is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics.

2. 2
PPM = Project Portfolio Management
PROCESS
Geneva, 2015. Peter D. Schellinck

3. 3
What to DO?
 Not to loose more time. BECAUSE: commitment , inertia and motivation
will disappear; business goals are fading; activity units are building walls;
 Organize a symposium for the staff concerned with as objective the
introduction of how PPM works and the ALIGNMENT & BUY IN of the
implementation plan;
 Involve one dedicated & qualified PM and the communication department ,
full time, preferably with no department history;
 PM must be empowered and immediately comply to & apply the new way
of working and report to the executive manager directly;
 Elevate the project to a higher plan as it crosses trough the entire fabric
of the organisation ( HR, Quality, Strategy & Dev., PR, Management
Board);
 Provide for an 18 month process and outside consulting support should
be applied initially full time and eventually part time to obtain sustainable
results;
 Allow for the Steering Committee to prove dedication, vision and
credibility.

4. 4
Five major actions required to succeed
1. COMMITMENT: embrace a long-term commitment and make sure the
development portfolio contains a balance of short, longer-term and platform
projects.
2. STRATEGY: develop a vision, objectives, and strategy for project and new
product effort i.e. goals, defined and prioritised strategic arenas and
deployment of resources. (communication and roll out with Management Board)
3. IMPLEMENT A GO/NO GO PROCESS: install a systematic, high quality new
process and practice discipline, following the principles of the project portfolio
management system. (involve Quality Dept.)
4. COMMIT THE RESOURCES: take a direct role in resource deployment and
allocation, via actions at go/no go gates and portfolio reviews. (co-operation
with HR)
5. FOSTER INNOVATION IN THE ORGANISATION: create a positive climate for
project and service development. Empower project teams, and support
committed champions. (define & align business goals with business units)

5. 5
Project Portfolio Management Process
Strive to achieve tree main goals:
1. Maximise the value of the portfolio
2. Achieve the right balance of projects, and
3. Ensure that projects are on-strategy and that spending
break-downs mirror the company's strategy.
Portfolio management is important:
 to maximise customer satisfaction and financial return
 to enhance the competitive and competent position of the company
 to properly allocate scarce resources
 to forge the link between project selection and the company's strategy

6. 6
Knowledge, complexity & change process
Simple changes, Changes requiring more Changes requiring Co-ordinated change of
can be implemented thinking and preparation extensive training several systems /
from the top or the co-operation of a and co-operation practices required, with
few people from many people long-term follow-through
Individual project
budgets, reporting,
and staffing
Project funding systems Organisation structure Incentives
Project management systems Communications systems Personnel
overall management
systems
Project structures Decision-making methods
Laboratory management Idea generation methods Culture
Local changes in Strategy and goals
communication systems
1 month 3 months 9 months 2 years

7. 7
Knowledge, complexity & change process
Simple changes, More complex changes Very complex changes
Easiest to change Moderately hard to change Hardest to change
LOW RISK MODERATE RISK HIGH RISK
Set up a project
Modify project budget
Change project personnel
Change project reporting
relationships
Project funding systems Organisation structure
Project management methods Communications systems overall
Project structures Incentives
Methods of generating ideas Personnel management
Local changes in Decision-making methods
communication systems
3 months 9 months 2 years

8. o Securing Revenue and/or funding
o Time to target
o Resource management
o Business strategy driven
o Customer focused and transparent
o Reporting/tracking/follow up
o Budget Balanced
o Objective
C
U
S
T
O
M
E
R
N
E
E
D
S
&
C
A
R
E
Recepti
on
Diagno
stics
Treatm
ent
Care &
Cure
Services
RealisationRealisation
processprocess
Management
of means
Measuring &
corrections
Top Mgt
responsibilities
Continuous improvements
Quality system
C
O
M
P
A
N
Y
R
E
S
U
L
T
S
C
U
S
T
O
M
E
R
S
a
t
I
s
f
a
c
t
I
o
n
Model
&
8 principles
C
O
M
P
A
N
Y
G
O
A
L
S

9. Thank you for your attention
Peter D. Schellinck
www.schellter.eu

10. Thank you for your attention
Peter D. Schellinck
www.schellter.eu