Project Portfolio Management Assessment

Transcription

1 Portfolio Management Assessment This report was prepared by Info-Tech Research Group for:, CIO March, 0

2 Por?olio Management Assessment Overall Score PPM Perceived Success These s express your percep-ons of overall PPM success. Your answers to these ques-ons inform the recommenda-ons throughout this report. 5 6 Never Delivery Consistently 77% Never 5 6 Customer Sa<sfac<on Consistently 5 6 Never PorHolio Value Consistently This number is a weighted average of the s in this report. It is a high level indicator of your PPM success. Are projects delivered on <me, within budget, and within the intended scope? Are your project customers sa<sfied by the process and results? Does overall project porholio spending deliver maximum value based on organiza<onal needs? Portfolio Management Role The role of the Por?olio Management func-on varies from company to company. Diagnosing PPM performance depends on the role being played. This sec-on provides context for the en-re report. Portfolio Management Process The project por?olio needs consistent, efficient processes in order to create, preserve, and extend value. Category % Category PPM Governance Leadership PPM Administra<ve Intake Resourcing PorHolio Repor<ng Closure Subcategory Subcategory % Subcategory Subcategory Subcategory % Subcategory Subcategory Organizational Structure The size and structure of your project organiza-on drives the right- sizing of por?olio oversight func-ons. Organizational Oversight Structure An explicit, achievable mandate is needed for the people who approve projects, oversee their execu-on, and govern their closure. Tools The PMO's role and mandate need to be supported by the proper tools. Tools in use: Category Category Excel SharePoint

3 Insight Overview Overall PPM Success 5 6 Delivery 5 6 Customer Sa<sfac<on Insight: A successful PPM prac-ce needs a balance of successful project delivery, sa-sfied customers, and organiza-onal value. These are your recommended next steps. Overall Recommenda<ons: 5 6 PorHolio Value Ensure that your volume of approved projects and the related PM and PPM processes are supported with sufficient resourcing in both the PMO and the project teams. Tools Excel SharePoint Insight: Internally developed PPM solu-ons are the primary tool set for two thirds of Info- Tech s members. Be sure to refine the solu-on as needed to support your processes and avoid under- funding your own solu-on. Look for opportuni-es to evolve the oversight (i.e., use of card for project intake, recogni-on of organiza-onal capacity when approving new projects, cancelling projects when needed, etc.). Improve the project intake by making it faster, more repeatable, and more representa-ve of organiza-onal capacity when approving new projects, cancelling projects when needed, etc.). Focus on improving the content, currency, and delivery of your por?olio repor-ng. Portfolio Management Role % Portfolio Management Process Insight: Your PMO plays a minimal role in the organiza-on, yet you've reported that it is under- resourced. Ensure that your PPM processes are supported and/or right- sized with sufficient resourcing. PPM Governance Insight: Commit more resources to project governance, capacity management, and por?olio repor-ng. Leadership PPM Administra<on % Insight: Review your PMO s involvement in project management and PM training to iden-fy opportuni-es to improve overall por?olio success. Insight: If the por?olio grows, revisit the poten-al to centralize administra-ve support. Insight: An improvement in your project por?olio will likely require more formality in these processes. Intake Process Insight: Invest more in your project intake processes to drive more por?olio success by reducing the excessive project approvals. % Resourcing Insight: When projects are perpetually under- resourced, there are few opportuni-es to improve the outcomes through process and technology improvements. PorHolio Repor<ng Insight: Increase your focus on por?olio repor-ng. Closure Process Insight: Open steering commixee mee-ngs with a very short presenta-on from each project team that completed a project in the previous cycle. Formalize project closure so that you connect the dots from the comple-on criteria in the project charter, through execu-on, to the final release of resources from the project. Organizational Structure Oversight Insight: Improve your overall por?olio management success by formalizing the PMO and related staffing levels. Insight: Your organiza-on should benefit from increased formality and focus on por?olio oversight. Category

4 Por?olio Management Role PPM Governance PPM Governance Role Overview Por?olio governance is essen-al, but opinions vary on whether that includes project governance. Portfolio Management Role Overview The role of the Por?olio Management func-on varies from company to company. Diagnosing PPM performance depends on the role being played. This sec-on provides context for the en-re report. % PPM Governance Subcategory Score PPM Governance Leadership PPM Administra-on Portfolio Management Role Category Score Ques<on, Weigh<ng, Score, and Significance Recommended Ac<on Ques<on, Weigh<ng, Score, and Significance Governance To what extent does your PMO provide Management governance? Weigh<ng: /0 Score: /6 Not at all Fully When the PMO provides Management governance, their resources are taxed along with the resources of the project teams. The effort should pay back in process repeatability and repor-ng consistency across the en-re project organiza-on. Progress Reporting How o^en does your PMO publish current project progress repor<ng? Monthly Weigh<ng: 9/0 Score: /6 Annually Daily As Required Never Perpetually current project progress repor-ng is a key component of success with PPM. Since you re concerned about the level of resourcing in the PMO and/ or project teams, be sure to address the level of resourcing before ge\ng the PMO engaged in Management governance. Frequently current project por?olio repor-ng is a cri-cal factor in PPM success. This informa-on is needed by anyone or any commixee approving new projects. Ensure that organiza-onal capacity is calculated and reported to those providing oversight. Centralizing the scheduling and resourcing func-ons in the PMO can help to improve overall por?olio success. If you assign this to the PMO, be sure to add the appropriate amount of resource capacity. Organizational Capacity Management Our PMO maintains current repor<ng of organiza<onal capacity for new projects. Weigh<ng: 0/0 Score: /6 It s essen-al that people approving projects have a current view of the organiza-on s capacity for more work. Scheduling and Resourcing Our PMO schedules approved projects and assigns resources. Weigh<ng: 6/0 Score: /6 Most PMOs establish -melines and resourcing plans for projects under their purview.

5 Por?olio Management Role Leadership % Leadership Subcategory Score Leadership Overview Having the PMO provide project managers and/or project management training can be important, but only a_er the por?olio is well managed. Portfolio Management Process Overview The role of the Por?olio Management func-on varies from company to company. Diagnosing PPM performance depends on the role being played. This sec-on provides context for the en-re report. PPM Governance Leadership PPM Administra-on % Portfolio Management Role Category Score Ques<on, Weigh<ng, Score, and Significance Recommended Ac<on Ques<on, Weigh<ng, Score, and Significance PM Resourcing To what extent does your PMO provide staffing of Managers to the underlying projects? Weigh<ng: 5/0 Score: /6 Not at all Fully Deploying PM resources from the PMO can make sense as long as they provide excellent examples of process and governance standards. You indicated a concern about project delivery and/ or customer sa-sfac-on, along with the level of resourcing in the PMO and/ or project teams. The level of resource alloca-on for Managers may be more of a limita-on than where the resources are placed on the organiza-on chart. You indicated concerns with the level of resourcing in the PMO and/or project teams. Avoid adding more PM training services as a PMO func-on unless you add more resources. Consider outsourcing exis-ng training if that helps to free up capacity for project delivery. PM Training To what extent does your PMO provide Manager training? Weigh<ng: 5/0 Score: /6 Not at all Fully When internal processes and tools are unique and proprietary, it s op-mal to deliver the related training internally. Otherwise, this func-on may be bexer outsourced.

6 Por?olio Management Role PPM Administra-on PPM Administration Score PPM Administration Overview It makes sense to centralize some administra-ve func-on in the PMO, but only a_er the strategic role of the PMO is mastered. Portfolio Management Process Overview The role of the Por?olio Management func-on varies from company to company. Diagnosing PPM performance depends on the role being played. This sec-on provides context for the en-re report. PPM Governance Leadership PPM Administra-on % Portfolio Management Role Category Score Ques<on, Weigh<ng, Score, and Significance Recommended Ac<on Ques<on, Weigh<ng, Score, and Significance Time Accounting To what extent does your PMO report on the actual <me spent on projects vs. the original es<mate? Weigh<ng: /0 Score: /6 Not at all Fully If you re repor-ng on planned vs. actual -me- driven costs, you run the risk that the actual costs are misrepresented in -me sheets. Team Administrative Support To what extent does your PMO provide administra<ve support for the project teams? (E.g. travel arrangements, document distribu<on, intranet administra<on, room bookings, etc.) Weigh<ng: 7/0 Score: /6 Not at all Fully When project team members are mostly focussed on project work, it can make sense to centralize administra-ve support in the PMO. Few organiza-ons provide comprehensive repor-ng on the planned vs. actual -me per project because of the difficulty in ge\ng accurate, meaningful -me sheet data. You indicated concerns with the level of resourcing for both the PMO and projects. Look for opportuni-es to jus-fy more PMO resources by adding administra-ve support services for the project teams. Review your PPM prac-ce to see if a closer axen-on to cost accoun-ng can help in the planning and execu-on of project work. You indicated concerns with the level of resourcing for the PMO, so avoid taking on administra-ve support for the Steering CommiXee without ge\ng the needed resources. Cost Reconciliation To what extent does your PMO reconcile the overall cost of projects to the original budget, based on a combina<on of <me and capital/expense costs? Weigh<ng: 5/0 Score: /6 Not at all Fully Reconcilia-on of project costs can drive a closer axen-on to detail throughout the life of the project. Administrative Support for Steering Committee To what extent does your PMO provide administra<ve support for the Steering Commieee / PorHolio Owner? Weigh<ng: 7/0 Score: /6 Not at all Fully A formalized Steering CommiXee benefits from administra-ve support, and the PMO is a natural choice.

7 Por?olio Management Role Team Alignment Overview Por?olio Management func-ons best when all team members are on the same page. This page shows your team s alignment their rela-ve opinions and degree of consensus on the various capabili-es, procedures, and prac-ces that determine your Por?olio Management Role effec-veness. Use this informa-on to facilitate knowledge transfer, leverage team member insights, address gaps and discrepancies, and op-mize your PPM prac-ces. % Your team is in consensus that this isn t very effec-ve. Follow the recommenda-ons in this report to drive improvement. Your team agrees that this works well. Maintain this op-mal state. PPM Governance Governance PPM Governance Organizational Capacity Management High Standard Devia-on RECONSIDER OPTIMIZE 8 9 Although this has some supporters, most team members don t consider it very effec-ve. Use the recommenda-ons in this report to get the rest of the team onboard. Conduct a Team Alignment Exercise Keys to success 7 Average MAINTAIN LEVERAGE High This is generally seen as effec-ve, but not by everyone. Leverage the insights and benefits iden-fied by the majority to improve the experience of the minority. The team alignment exercise is essen-ally just a conversa-on between team members about how to standardize approaches, address gaps and discrepancies, and op-mize PPM prac-ces. Follow an agenda. Your team s -me is valuable, so it s important to be organized, efficient, and on- task. Keeping to a pre- determined agenda will help make the best use of your -me, and will ensure that high priority items get covered first. Designate a moderator. Someone needs to structure the discussion and keep things moving. The moderator should also ensure that everyone is involved and has a chance to contribute; use the individual team member s and comments as a basis for discussion or as a way of invi-ng a contribu-on. Document the discussion. Be sure to record the key themes and insights of your discussion. Generate a list of next steps and follow up items, and assign -melines and accountability for these immediately. Conduct follow up. Without follow up, the team alignment exercise is probably a waste of -me. Implemen-ng and enforcing the outcomes of your alignment exercise are cri-cal to realizing actual improvement PPM Governance Scheduling and Resourcing PPM Governance Progress Reporting THIS SLIDE APPEARS ONLY IF THERE ARE MULTIPLE RESPONDENTS TO John THE Gower SURVEY 6/6 5 Leadership PM Resourcing 6 Leadership PM Training 7 PPM Administration Time Accounting 8 PPM Administration Cost Reconciliation 9 PPM Administration Team Administrative Support 0 PPM Administration Admin Support for Steering Committee

8 Por?olio Management Process Intake Intake Overview intake needs to be systemically aligned to corporate needs. Portfolio Management Process Overview The project por?olio needs consistent, efficient processes in order to create, preserve, and extend value. Intake Subcategory Score Intake Resourcing Por?olio Repor-ng Closure Portfolio Management Role Category Score Ques<on and Significance Weigh<ng and Score Recommended Ac<on Scoring Process Our new project scoring process is aligned with corporate needs? A good card keeps objec-vity in the process. Timely Evaluation of Requests Are new project requests evaluated in a <mely fashion? Provide -mely feedback to retain the confidence of the project requestor. Request Level of Detail Do new project requests have the right level of detail to inform your decision maker(s)? Right- size the amount of work that it takes to request a new project. Backlog Do you maintain a formalized list of projects that have been approved but not started? The backlog of approved projects is a clear reflec-on of organiza-onal capacity. Feedback to Requestors Do you provide clear and <mely feedback to the requestors of new projects? When the feedback is unclear, you run the risk of losing customer confidence. Requestor Informed of Timing For approved projects, do you give the requestor a reasonable sense of when their new project will be started and completed? A good intake process sets reasonable expecta-ons for the -ming of a new project. Weigh<ng: 8/0 Score: /6 Weigh<ng: 6/0 Score: /6 Weigh<ng: 7/0 Score: /6 Weigh<ng: 8/0 Score: /6 Weigh<ng: 5/0 Score: /6 Weigh<ng: 5/0 Score: /6 Simply approving more projects usually doesn t help. Refine your scoring process to reflect strategic alignment, opera-onal goals, cost, return- on- investment, and risk. Formalize the project intake process with more frequent reviews. Stream all your new requests through a single form. Right- size the form and input edits to make the requests evalua-on- ready. Formalize the backlog of approved projects and consider it when approving new projects. Develop a formalized workflow that makes it easy to provide -mely feedback. Align your intake process with your organiza-onal capacity to provide a more accurate -ming es-mate.

9 Por?olio Management Process Resourcing % Resourcing Overview Op-mal resourcing drives op-mal por?olio throughput. Portfolio Management Process Overview The project por?olio needs consistent, efficient processes in order to create, preserve, and extend value. Resourcing Subcategory Score Intake Resourcing Por?olio Repor-ng Closure Portfolio Management Role Category Score Ques<on and Significance Weigh<ng and Score Recommended Ac<on Correct Resourcing from Start New projects are consistently resourced correctly from the beginning. s should not be started without the right resources. Mid- Changes If resources materially change in the middle of a project, cost and <ming es<mates are reassessed? If you change resources in the middle of a project, the cost and -ming projec-ons can become invalid. s with invalid es-mates are at high risk of failure. Weigh<ng: 7/0 Score: /6 Weigh<ng: 7/0 Score: /6 Star-ng a project early, without the right resources, usually doesn t help the overall throughput of projects in your por?olio. Focus your por?olio oversight on making sure projects start correctly. Make the Management Office, por?olio owner, and steering commixee all accountable for the ongoing reconcilia-on of -ming es-mates to the level of resourcing.

10 Por?olio Management Process Por?olio Repor-ng Portfolio Reporting Overview Current and accurate por?olio reports are essen-al to the func-oning of any organiza-on. Portfolio Management Process Overview The project por?olio needs consistent, efficient processes in order to create, preserve, and extend value. Portfolio Reporting Subcategory Score Intake Resourcing Por?olio Repor-ng Closure Portfolio Management Role Category Score Ques<on and Significance Weigh<ng and Score Recommended Ac<on Regularity of Accurate Updates The PMO/porHolio manager collects accurate project status updates on a regular basis. When the content of the repor-ng is in ques-on, decision- makers will stop relying on the repor-ng and the PMO. Report Level of Detail PorHolio reports consistently contain the right amount of detail to support the role of the porholio owner and/or Steering Commieee. For the ongoing projects, decision- makers need to know when to intervene on budgets, -ming, resourcing, vender rela-onships, and interdepartmental communica-on. Nothing more. Report Data Source The dates, es<mates, and costs represented at the program or porholio level are calculated or rolled up directly from underlying task- level data. The most mature approaches to por?olio management require detailed and ongoing engagement of all team members in the maintenance of project- task data. Reports Easy to Consume Our porholio reports are easy enough to consume at a glance. Your decision makers need to know where to intervene within moments of looking at your por?olio reports. Report Delivery to Decision Makers Cri<cal porholio reports are delivered directly to the decision makers on a regular basis. Self- serve dashboards and portals don t get used enough by decision- makers. Useable reports s-ll need to be delivered to the decision- makers on a regular basis. Weigh<ng: 0/0 Score: /6 Weigh<ng: 8/0 Score: /6 Weigh<ng: /0 Score: /6 Weigh<ng: 8/0 Score: /6 Weigh<ng: 7/0 Score: /6 Make sure por?olio repor-ng takes precedence over other issues to assure that the por?olio can be managed. Right- size the resource alloca-on and priori-za-on of your por?olio reports. You indicated a concern about project delivery and/or customer sa-sfac-on, along with the level of resourcing in the PMO and project teams. Do not rush to add this type of task detail unless you account for the resource impact. Consult interface designers, report developers, and the decision makers to ensure the reports are always useful but simple. Allocate sufficient resources and make -mely report delivery a priority. If necessary, automate your report delivery workflows.

11 Por?olio Management Process Details Closure Closure Process Closure Process Overview closure discipline is easily overlooked but holds immense value. Portfolio Management Process Overview The project por?olio needs consistent, efficient processes in order to create, preserve, and extend value. Closure Subcategory Score Intake Resourcing Por?olio Repor-ng Closure Portfolio Management Role Category Score Ques<on and Significance Weigh<ng and Score Recommended Ac<on Closure Process comple<on criteria are consistently formalized and used as the basis for the Steering Commieee to close projects. The closure of projects should be governed as closely as the funding and star-ng of projects, preferably by the same people. Weigh<ng: 9/0 Score: /6 Open steering commixee mee-ngs with a very short presenta-on from each project team that completed a project in the previous cycle. Formalize project closure so that you connect the dots from the comple-on criteria in the project charter, through execu-on, to the final release of resources from the project.

12 Por?olio Management Process Team Alignment Overview Por?olio Management func-ons best when all team members are on the same page. This page shows your team s alignment their rela-ve opinions and degree of consensus on the various capabili-es, procedures, and prac-ces that determine your Por?olio Management Process effec-veness. Use this informa-on to facilitate knowledge transfer, leverage team member insights, address gaps and discrepancies, and op-mize your PPM prac-ces. Your team is in consensus that this isn t very effec-ve. Follow the recommenda-ons in this report to drive improvement. Your team agrees that this works well. Maintain this op-mal state. Intake Scoring Process Intake Timely Evaluation of Requests High Standard Devia-on RECONSIDER OPTIMIZE 8 Although this has some supporters, most team members don t consider it very effec-ve. Use the recommenda-ons in this report to get the rest of the team onboard. Conduct a Team Alignment Exercise 7 Average MAINTAIN LEVERAGE High This is generally seen as effec-ve, but not by everyone. Leverage the insights and benefits iden-fied by the majority to improve the experience of the minority. The team alignment exercise is essen-ally just a conversa-on between team members about how to standardize approaches, address gaps and discrepancies, and op-mize PPM prac-ces. 6 5 Intake Request Level of Detail Intake Backlog THIS SLIDE APPEARS ONLY IF THERE ARE John Gower MULTIPLE 6/6 RESPONDENTS TO THE John Gower SURVEY 6/6 5 Intake Feedback to Requestors 6 Intake Requestor Informed of Timing 7 Resourcing Correct Resourcing from Start 8 Resourcing Mid- Changes Keys to success Follow an agenda. Your team s -me is valuable, so it s important to be organized, efficient, and on- task. Keeping to a pre- determined agenda will help make the best use of your -me, and will ensure that high priority items get covered first. Designate a moderator. Someone needs to structure the discussion and keep things moving. The moderator should also ensure that everyone is involved and has a chance to contribute; use the individual team member s and comments as a basis for discussion or as a way of invi-ng a contribu-on. Document the discussion. Be sure to record the key themes and insights of your discussion. Generate a list of next steps and follow up items, and assign -melines and accountability for these immediately. Conduct follow up. Without follow up, the team alignment exercise is probably a waste of -me. Implemen-ng and enforcing the outcomes of your alignment exercise are cri-cal to realizing actual improvement.

13 Por?olio Management Process Team Alignment cont d Overview Por?olio Management func-ons best when all team members are on the same page. This page shows your team s alignment their rela-ve opinions and degree of consensus on the various capabili-es, procedures, and prac-ces that determine your Por?olio Management Process effec-veness. Use this informa-on to facilitate knowledge transfer, leverage team member insights, address gaps and discrepancies, and op-mize your PPM prac-ces. Your team is in consensus that this isn t very effec-ve. Follow the recommenda-ons in this report to drive improvement. Your team agrees that this works well. Maintain this op-mal state. Portfolio Reporting Regularity of Accurate Updates Portfolio Reporting Report Level of Detail High Standard Devia-on RECONSIDER OPTIMIZE Although this has some supporters, most team members don t consider it very effec-ve. Use the recommenda-ons in this report to get the rest of the team onboard. Average 6 5 MAINTAIN LEVERAGE High This is generally seen as effec-ve, but not by everyone. Leverage the insights and benefits iden-fied by the majority to improve the experience of the minority. Portfolio Reporting Report Data Source Portfolio Reporting Reports Easy to Consume THIS SLIDE APPEARS ONLY IF THERE ARE 5 Portfolio Reporting Report Delivery to Decision Makers 6 Closure Process MULTIPLE RESPONDENTS TO THE SURVEY Conduct a Team Alignment Exercise Keys to success The team alignment exercise is essen-ally just a conversa-on between team members about how to standardize approaches, address gaps and discrepancies, and op-mize PPM prac-ces. Follow an agenda. Your team s -me is valuable, so it s important to be organized, efficient, and on- task. Keeping to a pre- determined agenda will help make the best use of your -me, and will ensure that high priority items get covered first. Designate a moderator. Someone needs to structure the discussion and keep things moving. The moderator should also ensure that everyone is involved and has a chance to contribute; use the individual team member s and comments as a basis for discussion or as a way of invi-ng a contribu-on. Document the discussion. Be sure to record the key themes and insights of your discussion. Generate a list of next steps and follow up items, and assign -melines and accountability for these immediately. Conduct follow up. Without follow up, the team alignment exercise is probably a waste of -me. Implemen-ng and enforcing the outcomes of your alignment exercise are cri-cal to realizing actual improvement.

14 Organiza-onal Structure The size and structure of your project organiza<on drives the right- sizing of porholio oversight func<ons. Organizational Size Op-mal staffing for project and por?olio oversight can be determined by the size and the specific role of your PMO. Ra<o of Workers to Managers Your Managers staffing is in the normal range for successful organiza-ons. Con-nue to standardize and streamline the impact of por?olio management on the Managers -me. PMO Formality A formalized PMO is a key step towards having a formalized por?olio management process. We have a formalized PMO (or porholio manager) with explicitly allocated resourcing for the management of the porholio rather than the projects themselves. Weigh<ng: 8/0 Score: /6 Organizational Structure Category Score Ra<o of Managers to PorHolio Managers 5. : 7.5 : Your PMO staffing is in the normal range for successful organiza-ons. Con-nue to op-mize the PMO s role and workflow to offset the need for growth as the por?olio grows. Portfolio Standards teams need to understand what is expected of them in order to help the por?olio succeed. The PMO communicates their expecta<ons to the project managers and project teams effec<vely. Weigh<ng: 7/0 Score: /6 &&&COMPANY NAME &&&CLIENT NAME Recommended Ac<on: Somebody needs to determine the organiza-on s capacity for new projects and help the decision- makers approve the right amount of work. Obtain alloca-on for por?olio management as soon as possible. Recommended Ac<on: Publish the PMO s expecta-ons for the project organiza-on, and reinforce it on a regular basis. PMO Resourcing It s difficult to ar-culate a return on investment for your PMO spending. Right- sizing and role refinement never end. Our PMO is sufficiently resourced given its role. Weigh<ng: 8/0 Score: /6 Recommended Ac<on: You ve reported a ra-o of 0 FTE managing projects to four FTE in the PMO (7.5:). Alloca-ng more resources to the PMO might be the answer, but be sure that their mandate and processes are formalized. Resourcing Matrix management structures and highly varied job du-es make it difficult to gauge the op-mal amount of project resourcing. Our project teams and Managers are sufficiently resourced given the standards imposed by the organiza<on. Weigh<ng: 9/0 Score: /6 Recommended Ac<on: You ve reported a ra-o of 60 FTE working on projects to 0 FTE managing projects (5.:). Alloca-ng resources to your projects may be the answer, but only a_er ensuring that the people are contribu-ng the number of hours allocated. Review and reconcile the team s non- project work (support, ad- hoc, administra-on, and non- formalized projects). PM Methodology Standardized project management methodology may or may not be necessary, but it is likely to drive up your costs. What percentage of your project porholio budget is consumed within each of these Management methodologies? Ad- hoc / No Methodology Tradi-onal / Waterfall Recommended Ac<on: The lack of a universal methodology is not necessarily a bad thing as long as all projects are managed for resource effec-veness and they feed your por?olio repor-ng in a consistent manner. Agile 60%

15 Organiza-onal Structure Team Alignment Overview Por?olio Management func-ons best when all team members are on the same page. This page shows your team s alignment their rela-ve opinions and degree of consensus on the various capabili-es, procedures, and prac-ces that determine your Organiza-onal Structure effec-veness. Use this informa-on to facilitate knowledge transfer, leverage team member insights, address gaps and discrepancies, and op-mize your PPM prac-ces. Your team is in consensus that this isn t very effec-ve. Follow the recommenda-ons in this report to drive improvement. Your team agrees that this works well. Maintain this op-mal state. PMO Formality PMO Resourcing High Standard Devia-on RECONSIDER OPTIMIZE MAINTAIN LEVERAGE Resourcing Portfolio Standards THIS SLIDE APPEARS ONLY IF THERE ARE MULTIPLE RESPONDENTS TO John THE Gower SURVEY 6/6 Although this has some supporters, most team members don t consider it very effec-ve. Use the recommenda-ons in this report to get the rest of the team onboard. Conduct a Team Alignment Exercise Keys to success Average High This is generally seen as effec-ve, but not by everyone. Leverage the insights and benefits iden-fied by the majority to improve the experience of the minority. The team alignment exercise is essen-ally just a conversa-on between team members about how to standardize approaches, address gaps and discrepancies, and op-mize PPM prac-ces. Follow an agenda. Your team s -me is valuable, so it s important to be organized, efficient, and on- task. Keeping to a pre- determined agenda will help make the best use of your -me, and will ensure that high priority items get covered first. Designate a moderator. Someone needs to structure the discussion and keep things moving. The moderator should also ensure that everyone is involved and has a chance to contribute; use the individual team member s and comments as a basis for discussion or as a way of invi-ng a contribu-on. Document the discussion. Be sure to record the key themes and insights of your discussion. Generate a list of next steps and follow up items, and assign -melines and accountability for these immediately. Conduct follow up. Without follow up, the team alignment exercise is probably a waste of -me. Implemen-ng and enforcing the outcomes of your alignment exercise are cri-cal to realizing actual improvement.

16 Por?olio Oversight Portfolio Oversight Category Score Information Por?olio management tac-cs vary based on the existence of a commixee. PorHolio oversight is always done with a current view of project status, high- level risks, and organiza<onal capacity. An explicit, achievable mandate is needed for the people who approve projects, oversee their execu<on, and govern their closure. Committee Por?olio management tac-cs vary based on the existence of a commixee. Who makes funding decisions and oversees the execu<on of projects? + Mixture of individual and commieee Recommended Ac<on: Ensure that the commixee is accountable for the por?olio s alignment with organiza-onal strategy, opera-onal needs, and capacity constraints. Scoring Consistency intake should be done with a disciplined and consistent adherence to the organiza-onal needs. New project funding requests are assessed with a formalized card. Frequency Por?olio oversight is needed o_en enough to drive throughput of successful projects. How o^en does the Steering Commieee or porholio owner perform project intake, oversight, and/or closure? Quarterly Recommended Ac<on: Check your volume of new requests and ongoing projects to determine if oversight needs to happen more frequently. Capacity The oversight func-on needs to govern the intake of new projects rather than approving everything that sa-sfies the card. We avoid approving too many projects? Cancellation When projects need to be cancelled, it needs to happen as soon as possible. &&&COMPANY NAME When projects need to be cancelled, it is done early enough to limit unnecessary waste. &&&CLIENT NAME Program Management When the por?olio gets too large, projects need to be grouped into programs and oversight needs to be provided for programs (ini-a-ves), rather than projects. Does your porholio consist of mainly programs or projects? Programs Recommended Ac<on: Ensure that your programs are ge\ng the resourcing needed for successful governance and oversight. PMO Usage Anything spent on the PMO should be offering value for the people providing oversight. The people providing oversight use the PMO effec<vely. Weigh<ng: 0/0 Score: /6 Weigh<ng: 7/0 Score: /6 Weigh<ng: 9/0 Score: /6 Weigh<ng: 9/0 Score: /6 Weigh<ng: 8/0 Score: /6 Recommended Ac<on: The por?olio owner and/or commixee chairperson should take the lead and make sure that the por?olio repor-ng is useful, and u-lized. Recommended Ac<on: Use a formalized card to ensure objec-vity and ongoing support for the organiza-onal strategy. Recommended Ac<on: The PMO is accountable for a consistently useful view of the organiza-on s capacity for new work. Ensure the PMO is funded and managed to support this expecta-on. Recommended Ac<on: Anything spent on projects that get cancelled has gone to waste. Improve the intake process and ensure that at- risk projects are considered for cancella-on as early as possible. Recommended Ac<on: Focus the PMO on capacity awareness and the clarity of their requests for interven-on.

17 Por?olio Oversight Team Alignment Overview Por?olio Management func-ons best when all team members are on the same page. This page shows your team s alignment their rela-ve opinions and degree of consensus on the various capabili-es, procedures, and prac-ces that determine your Por?olio Management Process effec-veness. Use this informa-on to facilitate knowledge transfer, leverage team member insights, address gaps and discrepancies, and op-mize your PPM prac-ces. Your team is in consensus that this isn t very effec-ve. Follow the recommenda-ons in this report to drive improvement. Your team agrees that this works well. Maintain this op-mal state. Information Scoring Consistency High Standard Devia-on RECONSIDER OPTIMIZE Although this has some supporters, most team members don t consider it very effec-ve. Use the recommenda-ons in this report to get the rest of the team onboard. Conduct a Team Alignment Exercise Keys to success Average MAINTAIN LEVERAGE High This is generally seen as effec-ve, but not by everyone. Leverage the insights and benefits iden-fied by the majority to improve the experience of the minority. The team alignment exercise is essen-ally just a conversa-on between team members about how to standardize approaches, address gaps and discrepancies, and op-mize PPM prac-ces. Follow an agenda. Your team s -me is valuable, so it s important to be organized, efficient, and on- task. Keeping to a pre- determined agenda will help make the best use of your -me, and will ensure that high priority items get covered first. Designate a moderator. Someone needs to structure the discussion and keep things moving. The moderator should also ensure that everyone is involved and has a chance to contribute; use the individual team member s and comments as a basis for discussion or as a way of invi-ng a contribu-on. Document the discussion. Be sure to record the key themes and insights of your discussion. Generate a list of next steps and follow up items, and assign -melines and accountability for these immediately. Conduct follow up. Without follow up, the team alignment exercise is probably a waste of -me. Implemen-ng and enforcing the outcomes of your alignment exercise are cri-cal to realizing actual improvement. 5 Capacity 5 PMO Usage Cancellation THIS SLIDE APPEARS ONLY IF THERE ARE MULTIPLE RESPONDENTS TO John THE Gower SURVEY 6/6