PM²-PPM Project Portfolio Management
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1 PM²-PPM Project Portfolio Management CoEPM² Senior Management Consultant
2 PM² - Project Portfolio Management What? Why? Who? How? 2
3 What is a Portfolio? A collection of projects, programmes and other work to achieve better control over financial and other resources facilitate effective management to meet strategic objectives 3 Speaker's name
4 What is Portfolio Management? Connect strategy to implementation through: Selecting the right investments Ensuring adequate organisational capacity Support decision-making and optimisation 4 Speaker's name
5 What is PM²-PPM? Artefacts Roles Processes 5 Speaker's name
6 Why Project Portfolio Management? Enabler for strategy implementation and good project management Link projects to strategic objectives Build discipline into the project evaluation and selection process Minimise risks and optimise resources across programmes and projects Report portfolio performance and benefits based on accurate, comparable data. 6
7 PM²-PPM Mindsets Connect implementation challenges with strategy formulation See PPM as an enabler and not just as another layer of control and bureaucracy. Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority with portfolio management responsibility and goals. Promote a project orientation. Provide strategic direction and support to the programme and project layers. Provide accurate and comparable information for decision making Comprise portfolios and authorise projects only after considering capacity constraints, capability and skills
8 PM²-PPM Processes
9 PM²-PPM Context
10 Portfolio Composition PM²-PPM Context Portfolio Framework Definition Stakeholder Management & Communication Portfolio Realisation Programme & Project Management Initiating Planning Monitor & Control Executing Closing 10
11 PM²-PPM Process Model 11
12 Process - Portfolio Framework Definition Goal : Define how portfolio management will be performed in the organisation 12
13 Process - Portfolio Composition Goal : Evaluate project candidates, take investment decisions and allocate resources 13
14 Activity: Identify projects Goal Identifying all existent and proposed programmes/projects that are candidates to a portfolio Guidelines Document all project candidates Compare using pre-defined criteria Identify relationships amongst candidates List all candidates that are fit to be considered Tools & techniques Project Initiation Request (PM 2 Artefact) 14
15 Activity: Evaluate projects Goal Evaluation of potential portfolio elements based on pre-defined scoring model allowing for comparison. Guidelines Evaluate each candidate versus portfolio selection criteria Score each candidate Evaluate each business case Create overall portfolio view Summarise and capture evaluation results Tools & techniques Value ASsessment Tool (VAST) SWOT Analysis Cost Benefit Analysis 15
16 Value Assessment Tool
17 Activity: Plan portfolio capacity Goal Determine the organisation's capacity in terms of funding, resources and other assets. Guidelines Evaluate availability of funds Analyse workload and competencies Estimate current and upcoming demand of project assets Develop Portfolio Resources Capacity Plan Tools & techniques Portfolio Repository What-if Scenario Analysis Human Resource Capacity Analysis 17
18 Activity: Prioritise projects Goal Obtain a prioritised list of initiatives as a proposal for authorisation Guidelines Rank initiatives based on evaluation scoring Refine prioritization based on deadlines, dependencies, risk, etc. Propose portfolio funding & allocation based on prioritization Tools & techniques Project Prioritisation Matrix Value versus Complexity Matrix Scenario Analysis Bubble diagram 18
19 Prioritisation Matrix Evaluation Criteria <Criterion 1> <Criterion 2> <Criterion 3> <Criterion 4> Weight Score 100% Project 1 Project 2 Project 3 Project 4 Project 5 Ranking
20 Bubble Diagram Value 8 6 Step 1: Gather the data 4 2 identify the data points that you want to display (e.g. projects) Select the 3 values per data point (e.g. value, risk, cost) Step 2: Create the chart -6-8 Risk Identify which two data values will be the main indicators, determining the bubble location. The third, less important value determines the bubble's size.
21 Activity: Approve portfolio composition Goal To approve the allocation of funds and resources based on recommendations of the Portfolio Management. Guidelines Request programmes/projects approval and funding allocation Decide about programmes/projects Update Portfolio Repository considering decisions Communicate decisions to portfolio stakeholders Communicate expected results, stage-gates reviews and metrics for each active portfolio: Tools & techniques - 21
22 Process - Portfolio Composition 22
23 Process - Portfolio Realisation Goal : Realise strategic objectives through effective management 23
24 Activity: Manage risks Goal Systematic assessment and management of risks, to provide assurance with regard to the achievement of the portfolio objectives. Guidelines Identify portfolio risk Assess portfolio risk Develop portfolio risk response Monitor and evaluate portfolio risks Communicate Tools & techniques Risk Log (PM 2 Artefact) 24
25 Activity: Manage benefits Goal To determine if the optimal value is obtained from the current mix of investments and to proactively act upon any decrease of portfolio performance or deviation from the objectives Guidelines Gather necessary data Evaluate & track the realisation of the benefits Remediate significant deviations Inform stakeholders Tools & techniques Benefit Tracking Table 25
26 Benefit tracking table Benefit the measurable improvement from change, which is perceived as positive by one or more stakeholders, and which contributes to organisational objectives. Benefit <Benefit 1> <Benefit 2> <Benefit 3> Benefit Owner KPI Baseline Target Target Date Actual 26
27 Activity: Manage change Goal Deal with escalated changes and changes in the portfolio external environment Guidelines Scan for changes in the portfolio environment Identify escalated changes Recommend changes and coordinate implementation Use Portfolio Change Log Inform management of the portfolio changes Monitor portfolio change implementation Tools & techniques PESTEL analysis Change Log (PM 2 Artefact) 27
28 PESTEL analysis 28
29 Activity: Monitor & Control Goal Review portfolio performance and deviation from objectives. Propose adjustments to realign with the strategy. Guidelines Collect information from current programmes/projects Provide accurate view of portfolio performance Analyse deviations and recommend adjustments Communicate decisions taken Review portfolio metric and targets regularly Tools & techniques Portfolio Dashboard Portfolio Decision Log (PM 2 Artefact) 29
30 Activity: Report portfolio performance Goal Provide adequate information to Senior Management to support strategic decisionmaking Guidelines Identify portfolio information to be reported Agree on the frequency, content, format and granularity of the reports Produce and send out the portfolio reports Tools & techniques Portfolio Analysis Report Communication Plan (PM 2 Artefact) 30
31 Process - Portfolio Realisation 31
32 Process - Stakeholder Mgt & Comm. Goal : Managing stakeholders expectations and develop a consistent way of communication Manage portfolio stakeholders Involve the portfolio stakeholders, discover their needs and assure the portfolio realises the intended benefits. 32 Perform communication activities Assure that the portfolio stakeholders will receive the information they need at the time they need it.
33 PM²-PPM Roles
34 Portfolio Governance Portfolio Support Office Project Support Office Strategy Governance Highest authority Framework Investment decisions Investments proposal Delivery Benefits Portfolio Directing Group Portfolio Steering Committee Portfolio Manager Portfolio Layer Programmes Projects 34
35 Portfolio Governance Portfolio Support Office (PfSO) Portfolio Manager Coordinates activities Project request appraisals Optimise resources Reporting Portfolio Directing Group (PfDG) Portfolio Managers Portfolio Manager - Chair - Other Programme Representatives Programme Owner / Manager Project Representatives Project Owner / Manager Other advisors from finance, HR, architecture, PfSO Centralised, consolidated view Facilitate decision making Portfolio Steering Committee (PfSC) Programme Representatives Portfolio Manager - Chair - Project Representatives Other 35
36 Responsibilities Pf. Directing Group Ultimate authority regarding PPM in the organisation Accountable for effective implementation of portfolio management Provide leadership & direction to composition and delivery of portfolios Address dependencies and conflicts between portfolios Pf. Steering Committee Responsible for efficient portfolio delivery Propose portfolio composition for approval Monitor and optimise use of portfolio resources Monitor benefits realisation Pf. Support Office Support all portfolio management activities Provide a centralised and consolidated view to facilitate decision-making 36
37 PM²-PPM Artefacts
38 PM²-PPM Artefacts Portfolio Handbook Portfolio Communication Plan Portfolio Stakeholder Matrix Project Initiation Request Meetings Agendas Business and MOMs Case Portfolio Logs Portfolio Analysis Report Portfolio Repository 38
39 Summary WHAT? WHY? HOW? WHO? 39
40 PM² - Project Portfolio Management 40
41 41
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