Strategic & Agile Project Portfolio Management

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1 Welcome Transforming your Project Portfolio Management Processes 1. Portfolio Management Sara Nuñez 2. Project Management Ali Forouzesh Objetive Bring awareness of the transformational needs of the project portfolio disciplines to align with industry changes, technological evolution and new human mindset Page 1

Transformation Sara Nuñez Strategy Execution Advisors, LLC Dynamic, award winning global Program Management executive and advisor to the C Suite who ensures strategic PMO is embedded throughout the

2 Transformation Sara Nuñez Strategy Execution Advisors, LLC Dynamic, award winning global Program Management executive and advisor to the C Suite who ensures strategic PMO is embedded throughout the enterprise s DNA. Transforms organizations by applying a broad range of integrated strategic execution best practices and business development initiatives. Drives organizational goals, improves performance and efficiencies, and capitalizes on revenue generating opportunities. Transformation Technology Evolution Digital Business New Regulations Millennium Things are changing, are you ready? Info@seasonTD.ir Info@AliForouzesh.com Page 2

How is your organization performing with relation to Project

3 Why is Project Portfolio Management important Source: PMI 2015 Pulse of the Profession First Question? How is your organization performing with relation to Project Execution and Delivery? Page 3

4 PMO Transformational Effort Perform and organizational project assessment to understand the current investment performance a Current Project Performance Organizational Roadblocks PPM Capability Assessment Project Portfolio Data Assessment Why we care Commitment to Improve Find or secure an executive Sponsorship at the C level. It is a Business Transformation Effort It requires commitment to change It requires a sense of urgency and accountability It requires expertise on the PPM discipline It requires technology It requires business intelligence It requires you PMO leadership role and Stakeholders Teamwork starts at the highest level PMO Board of Directors PMO and Stakeholders Community of Practices Second Question? How can we use the portfolio standards in an agile environment and ensuring execution of the strategy on everything you do? Info@seasonTD.ir Info@AliForouzesh.com Page 4

5 Portfolio Management Strategy Execution Principles 1 People has knowledge of organizational goals, and strategies 4 Our organization is doing things right. 2 Our organization is doing the right things. 5 Organization is delivering benefits 3 Our organization is optimizing resource capacity. 6 Organization is responding to change. Strategic Execution Model: Portfolio Definition Vision Mission Bus Financial Goals Strategy Formulation Translate the Strategy Strategy Management Goals & Metrics Definition Portfolio Definition Portfolio Balancing & Optimization Resource Management Portfolio Reporting & Communications Idea & Project Evaluation Project Selection & Prioritization Governance & Decision Making Portfolio Management Execution Realization Project / Program Management Info@seasonTD.ir Info@AliForouzesh.com Page 5

Strategic and Agile Portfolio Management Drivers STRATEGIC AGILITY Partnership Transformation Drivers Questions Metrics Agile Mindset Rolling Planning Process Welcome Changes Take Risks Customer

Are we doing things that we should not be doing? Are there things we should be doing that we re not? Are we investing on the right projects?

6 Strategic and Agile Portfolio Management Drivers STRATEGIC AGILITY Partnership Transformation Drivers Questions Metrics Agile Mindset Rolling Planning Process Welcome Changes Take Risks Customer Centric TEAMWORK Benefits of a well defined Portfolio Discipline Doing the right things Doing things the right way Accelerated business results Portfolio Management What are the right things? Are we doing things that we should not be doing? Are there things we should be doing that we re not? Are we investing on the right projects? Are we allocating the right resources on the right projects? How can we improve our decisionmaking? Program/Project/Work Management What is the right way to do something? How do I make sure we do things right? How am I executing the strategy? How do we ensure benefit realization? Info@seasonTD.ir Info@AliForouzesh.com Page 6

Portfolio Management Process Groups Defining Authorizing Performance Defining the Portfolio Desired Portfolio Balance, Scoring and Prioritization Model Establish the framework to evaluate, select,

7 Portfolio Management Process Groups Defining Authorizing Performance Defining the Portfolio Desired Portfolio Balance, Scoring and Prioritization Model Establish the framework to evaluate, select, and prioritize projects, and optimize financial and human resources to maximize Return on Investments, meet our Strategic objectives, and deliver Customer wants and needs. Key Outputs Evaluation, Selection, and Prioritization Model Established metrics framework to provide Portfolio Oversight and measure performance Defined process for Managing Portfolio Defined structure and team to support the Portfolio Desired Portfolio Balance Established IT/Network resource commitment and % allocation that will support the portfolio Established tolerance level for risks on investments and decisions Info@seasonTD.ir Info@AliForouzesh.com Page 7

Project Scoring Framework: Portfolio Drivers Strategy 30% Market 30% Degree to which project

market and is subject to market pressure Project Attractiveness Voice of the Customer 20%

of IT and Network Level of Effort Project Risk Financials 50% Capacity for Change 50% Degree to

change, 3rd party dependency Authorizing the Portfolio Evaluating, Selecting, Prioritizing and

OVERSIGHT Resources and Release Availability Timing and Competitive Advantage Regulatory or

8 Project Scoring Framework: Portfolio Drivers Strategy 30% Market 30% Degree to which project align to Corporate, BU & Portfolio strategies Degree to which project is entering a risky market and is subject to market pressure Project Attractiveness Voice of the Customer 20% Degree to which project align VOC of customer priorities and goals Resource Capacity 20% Degree of IT and Network Level of Effort Project Risk Financials 50% Capacity for Change 50% Degree to which project align delivers financial benefits Degree to which project impacts significant change, 3rd party dependency Authorizing the Portfolio Evaluating, Selecting, Prioritizing and Committing SCORING AND PRIORITIZATION MODEL Portfolio Score Project Complexity Portfolio OVERSIGHT Resources and Release Availability Timing and Competitive Advantage Regulatory or Executive Mandate DATA -DRIVEN DECISIONS Info@seasonTD.ir Info@AliForouzesh.com Page 8

Portfolio Performance Monitoring Internal and External Factors Portfolio Scientist will provide Leaders with quarterly reviews to monitor, control and optimize the portfolio to deliver the promised

9 Portfolio Performance Monitoring Internal and External Factors Portfolio Scientist will provide Leaders with quarterly reviews to monitor, control and optimize the portfolio to deliver the promised benefits to the business. Project Portfolio Systems Portfolio and Project Data Market and business intelligent Social media and customer voice Portfolio Business Value Dashboard Expected vs. Actual Revenue 2014 $800 Incremental $600 $400 $200 $ Capital Allocation by Domain 2014 Expected New Revenue 2014 Capital Allocation $102 M $158 M $109 M $42M $287 M $338 M $408 M Type 1 Type 2 Type 3 Type 4 Type 5 Type 6 Type 7 $72M $75M $51M $73M $25M New Revenue Increme ntal Revenue Expecte d Revenue $165 M $244 M 100% 50% 0% Investment (Cap + Exp.) $250M $150M $50M 2014 EBITDA Portfolio Benefit Realization NPV 100% 50% 0% BU1 BU2 BU3 BU1 BU2 BU3 Expected Actual *Bubble size represents ROI (value in bubble = ROI) $24M $287M $102M $179M $109M $157M $41M Tell the Story Info@seasonTD.ir Info@AliForouzesh.com Page 9

When a strategic and agile project portfolio management mindset is embedded into the an organization s DNA, performance Improves and competitive advantage accelerates.

10 When a strategic and agile project portfolio management mindset is embedded into the an organization s DNA, performance Improves and competitive advantage accelerates. Mark Langley President and CEO Project Management Institute Question Three? Process and tools are enablers, but tell us about people and what is required of them? Info@seasonTD.ir Info@AliForouzesh.com Page 10

A Transformational Leader 9. An Influencer 10.

11 Introducing JAMIE 1. BI Analyst 2. Strategic Thinker 3. Change Agent 4. Fearless 5. Risk Taker 6. Relationship Builder 7. A Connector 8. A Transformational Leader 9. An Influencer 10. A Human Being in a computer suit Info@seasonTD.ir Info@AliForouzesh.com Page 11

solutions. Personal Website: www.aliforouzesh.com Email: Info@ali.forouzesh.com LinkedIn : http://www.linkedin.

12 Agile Project Management (APM) Ali Forouzesh is a leader in organizational development and maturity improvement projects with experiences in planning and implementing organizational project management systems and integrated solutions. Personal Website: Info@ali.forouzesh.com LinkedIn : Cellphone: Info@seasonTD.ir Info@AliForouzesh.com Page 12

13 What Exactly Is Agile? Page 13

14 Principles behind the Agile Manifesto Agile Project Management Methods and Methodologies Page 14

15 Agile Methodologies (Adaptive Life Cycles) Value Driven Delivery Page 15

16 What is Value? The reason projects are undertaken is to generate business value, be it to produce a benefit or improve a service. Even safety and regulatory compliance projects can be expressed in terms of business value by considering the business risk and impact of not undertaking them. If value then is the reason for doing projects, value driven delivery is the focus of the project throughout the project planning, execution, and control processes. Stakeholder Engagement Info@seasonTD.ir Info@AliForouzesh.com Page 16

Project Stakeholders Stakeholders include all members of the project team as well as all interested entities that are internal or external to

The project team identifies internal and external, positive and negative, and performing and advising stakeholders in order to determine the

17 Project Stakeholders Stakeholders include all members of the project team as well as all interested entities that are internal or external to the organization. The project team identifies internal and external, positive and negative, and performing and advising stakeholders in order to determine the project requirements and the expectations of all parties involved Voice of the Customer in Development and Design A Customer, or Many Customers? The Customer in Maintenance Be your own Customer Info@seasonTD.ir Info@AliForouzesh.com Page 17

Personal Skills Interpersonal Skills ( Soft Skills ) Building trust, Resolving conflict, Active listening ( Internal listening, Focused listening, Global listening) Overcoming resistance to change.

18 Personal Skills Interpersonal Skills ( Soft Skills ) Building trust, Resolving conflict, Active listening ( Internal listening, Focused listening, Global listening) Overcoming resistance to change. Management Skills ( Hard Skills) Facilitate consensus toward project objectives, Influence people to support the project, Negotiate agreements to satisfy the project needs, and Modify organizational behavior to accept the project outcomes. Boosting Team Performance Practices Info@seasonTD.ir Info@AliForouzesh.com Page 18

Team Building Activities Management Style Building Empowered Teams

are given the chance to self manage themselves, they produce

Self Directing Teams : are teams that work collectively to create

19 Team Building Activities Management Style Building Empowered Teams Self Organizing Teams : According to agile methods, when people are given the chance to self manage themselves, they produce better work. Self Directing Teams : are teams that work collectively to create team norms and make their own local decisions. Info@seasonTD.ir Info@AliForouzesh.com Page 19

Since agile methods recommend face to face interaction as the preferred means of communication, it is no surprise that they also

20 Quiet Writing Round Robin Free for all format MoSCoW Dot Voting or Multi Voting Brainstorming Techniques Team Space The team space is the designated environment where team members conduct their everyday work. Since agile methods recommend face to face interaction as the preferred means of communication, it is no surprise that they also recommend colocated teams with a common work area for collaboration and information sharing. Info@seasonTD.ir Info@AliForouzesh.com Page 20

Caves and Common Osmotic Communication Tacit

Based meetings facilitators Surveys Application

Interactive whiteboards Distributed Teams www.

21 Caves and Common Osmotic Communication Tacit Knowledge Co located Teams Video Conferencing Web Based meetings facilitators Surveys Application Instant Messaging Present Based Application Interactive whiteboards Distributed Teams Page 21

Adaptive Planning Traditional & Agile Project Management Copyright 2015 ~ RMC Learning

23 Problem Detection and Resolution Continuous Improvement Page 23

Retrospectives Benefits Improved productivity Improved capability Improved quality Improved capacity Call to Action Transformation Strategic and Agile Define, Authorize and Performance Soft Skills

24 Retrospectives Benefits Improved productivity Improved capability Improved quality Improved capacity Call to Action Transformation Strategic and Agile Define, Authorize and Performance Soft Skills Agile Manifesto Agile Principles Methods and Methodology Value Driven Stakeholder Engagement Voice of the Customer Team Building and Collaboration Adaptive Planning Problem Detection and Resolution Continuous Improvement Page 24

com Email: Ali.Forouzesh@gmail.com www.seasontd.

25 Project Teams are key Enablers to Accelerate Success! Q & A sara.nunez01@gmail.com Ali.Forouzesh@gmail.com Info@seasonTD.ir Info@AliForouzesh.com Page 25

Creating an Agile PMO via Scrum

Creating an Agile PMO via Scrum Deliver PMO Value Early and Often Utilize Scrum to be Operationally Effective and Efficient Paul Thomas Gilchrest; CSM, ITIL v3, PMP COO & Principal PMO Managing Director