HOUSTON, TX, USA 5 8 NOVEMBER 2017 #PMOSym

Transcription

1 HOUSTON, TX, USA 5 8 NOVEMBER 2017 #PMOSym PMO17BR306 Delivering Strategy in a Changing Environment Through Effective Portfolio Management Tasha Sawchuk, Senior Manager, Group Programs & Projects Etihad Aviation Group

2 Agenda 1. Brief about Etihad 2. Key objectives of the Group Programs & Projects Department 3. PMO structure 4. Overview of portfolio management in Etihad Airways 5. Managing the changing environment through portfolio management 6. Action plans for leaders 2

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4 The Group Programs & Projects Team Ensures Strategic Alignment and Maximum Return on the Etihad Portfolio of Change Initiatives The PMO is well positioned... Ensures business investment is spent on the things that deliver strategic outcomes Is immune to divisional agendas Group CEO Group Programs & Projects (PMO) Able to escalate to C-level and Board for decisions, priorities, risks, issues and changes to the portfolio. KEY OBJECTIVES 1. Build and sustain mature portfolio, program and project management capability across the group 2. Provide accurate and timely information to facilitate leadership decisions on prioritization, risk management and deployment of resources across the portfolio of change initiatives 3. Support the business and project management community to deliver programs and projects within time, cost and quality constraints MEASURES OF SUCCESS 1.Benefits realization 2.Return on investment 3.On-time delivery 4

5 How Is the PMO Set Up to Support Strategy Execution? Portfolio Management: Portfolio selection Portfolio prioritization Portfolio funding Portfolio success factors (benefits performance) Portfolio Management Program/Project Delivery Best Practice and Continuous Improvement: Mentoring and coaching Lessons learned Project quality standards Best Practice & Continuous Improvement Methodology & Reporting (Governance, Process & Procedures) Methodology: Governance models (waterfall, agile) Templates, tools, standards Executive reporting

6 Principles Used for Portfolio Management Underpinned by

7 How Does Portfolio Management Work in Practice?

8 Showing the Success for Portfolio Management Group Programs and Projects provides real-time reporting to the portfolio management team to support executive decision making Prioritization of new initiatives against existing portfolios Budget and benefits Schedule deviations

9 Areas of Focus Linking to the Success of Portfolio Management Continuous Improvement Release Notes communicate new Innotas functionality to end users and stakeholders The Project Management Capability Pathway Building a PM Network: PM Champions 2016 Enhancing the Etihad P3 Model Portfolio, Program and Project Management Frameworks Training drives improvement across all 10 Knowledge Areas PME participants practice using a product breakdown structure to define project scope.

10 Results of Portfolio Management Group Programs and Projects provides monthly KPI updates +46% 70% Return on investment 24% RO I +35% Benefits performance 19% THEN NOW -16% BENEFIT S Schedule performance 40% +20% 60% SCHEDUL E

11 So what do they say? As a business leader and sponsor of several critical and strategic projects, I am focused on maximizing business performance and am concerned with ensuring my team have the tools and know how to get results. I see a need for good governance to ensure we remove or reduce the risks to our business and at the same time our processes need to enable rather than slow the pace of positive change. The PMO have been able to strike the right balance with portfolio management, as it has allowed my team to have regular and focused discussions on what matters most, provides us with clear information on what is going well and where we need to improve and support the project to deliver. I now have a better understanding and more confidence that what my team are working on will be the things that support our strategic goals and KPIs. Peter Baumgartner CEO Etihad Airways

12 Managing a Changing Environment 1. Keep dialogue continuous to ensure strategic alignment In the case of Etihad, a portfolio management meeting was established 2. Ensure the validation of strategy is continuous by aligning and prioritizing Strategy Confirm Plan to Actual Strategy Realization Corporate Common Process Alignment and Prioritization Measurement and Re-balancing Consolidated Reporting Business Area Review and Definition Project Ideas Measure Benefits Project Reporting

13 Action Plans for Leaders The journey of establishing portfolio management is continuous the journey never ends. Some critical first steps are the following: 1. Executive commitment: challenging, but true 2. Mature project management in place 3. Determine strategic alignment of programs and projects 4. Show progress against strategic objectives quickly; don t wait until delivery