HOUSTON, TX, USA 5 8 NOVEMBER 2017 #PMOSym

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1 HOUSTON, TX, USA 5 8 NOVEMBER 2017 #PMOSym PMO17BR317 The EPMO Role in Achieving the UN's Sustainable Development Goals (SDGs) Don Kingsberry, Head of Project Management Centre of Excellence WHO, CEO PM Global Leaders

2 The EPMO Role in Achieving the UN's Sustainable Development Goals (SDGs) AGENDA 1. World hunger - Why this matters My name is Video 2. Learning objectives review 3. United Nations Millennium Development Goals (MDGs) 2000 to United Nations Sustainable Development Goals (SDGs) 2015 to World Health Organization role SDG # 3 6. The Checklist Manifesto 7. EPMO role 8. Portfolio management 9. Enterprise PPM systems benefit 10. Successes from working together 11. Your action plan 2

3 WORLD HUNGER Often during a complex or challenging project, the sponsor or the project manager expresses the idea that the effort isn t that complex, nor should it be that hard, by exclaiming; We are not trying to solve world hunger! But during my work at the Gates Foundation and at the World Health Organization, that is actually what we are trying to do! We ARE trying to solve world hunger! 3

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5 The EPMO Role in Achieving the UN's Sustainable Development Goals (SDGs) LEARNING OBJECTIVES 1. Understand the UN Millennium Development Goals (MDGs 2000 to 2015) and achievements, and learn about the new Sustainable Development Goals (SDGs 2015 to 2030) 2. Understand where to begin to correctly build a value-added, sustainable EPMO function 3. Examine why enterprise-wide project portfolio management is critical to an organization s success, and in linking strategy and SDGs to execution 4. Explore key activities of an enterprise-level PMO and the SDGs 5

6 MILLENNIUM DEVELOPMENT GOALS (MDGS) : Millennium Declaration, eight goals adopted by 189 countries of United Nations, General Assembly 6

7 SUSTAINABLE DEVELOPMENT GOALS : 17 "Global Goals" with 169 targets adopted by the United Nations 193 Member States 7

8 LET S DISCUSS: What role do the SDGs have in your organizations? Did anyone see Apple s most recent product announcement? What did Apple discuss that related to the SDGs? How could a focus on the SDGs help UBER? How can your organization contribute to the SDGs, & should it? How can the SDGs help your organization? 8

9 WORLD HEALTH ORGANIZATION ROLE IN THE SDGs 9

10 WHO S DEFINITION OF HEALTH The mission of WHO is the attainment by all peoples of the highest possible level of health. Health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity. Source: WHO s Constitution 10

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12 PROJECT MANAGEMENT & CHECKLISTS CRITICAL FOR 21st CENTURY Avoidable failures continue to plague us in almost every realm of organized activity Volume and complexity of knowledge today has exceeded our ability as individuals to properly deliver it to people consistently, correctly, safely Two types of errors errors of ignorance (mistakes we make because we don't know enough), and errors of ineptitude (mistakes we made because we don t make proper use of what we know) Failure in modern world is really about the second of these errors Experts need checklists literally written guides that walk through the key steps in any complex process Safe surgery checklist, applied around the world, with staggering success 12

13 EPMO START BY GATHERING THE VOICE OF THE CUSTOMER (VOC) Partnering to deliver added value from project and portfolio management efforts Why this? Why now? Organizational health survey feedback re: change overload Increased number of projects/programs Increased complexity/interdependence of work Need to do more with flat headcount Focus on collaboration and complexity reduction The A, B, Cs Getting it right! Establish a service mindset Recognize at least two distinct customers for the EPMO 13

14 EPMO CHARTER: VISION, MISSION, PURPOSE, OBJECTIVES Vision Project & portfolio management (PPM) excellence that truly enables the work of the organization to achieve greater global impact Mission Ensure right projects are done (portfolio mgmt.), & the projects are done right to achieve planned outcomes (project mgmt.) Purpose Increase speed, quality, probability of success and net impact of our projects Objectives Establishing, developing, managing & improving our PPM approach, processes, tools and practices including change management 14

15 EPMO Project Portfolio Core Data Elements: 3:00 a.m. List Only eight bold items require updating for portfolio review and analysis Project Information 1. Project name/brief description 2. Program (if part of a larger program) 3. Planned/actual start/finish date (project finish date is when all activities are complete and change is adopted) 4. Tier (I, II, III, IV) 5. Project status (White, Red, Yellow, Green, Blue, Gray, Black) 6. Issues/risks (required if status is Red/Yellow) 7. Next major project milestone 8. Key decisions/help if needed and when 9. Overall percent complete 10. Alignment to strategy and SDG impact 11. Business process impact (APQC process classification) 12. Project primary benefit 13. Cross-functional dependencies and brief description 14. Value and risk index scores 15. Resources required - # of FTE and contingent workers 16. Sponsor/owner/project manager 17. Sponsoring business unit or function 18. Contributes to organization-wide goals 19. Org. units most impacted by change 20. Start/end date of change impact 21. Size of change impact 22. Change audience by role 23. Estimated project cost (by year)/spend vs. forecast * If the project has changed significantly since last review, fields should also be updated, e.g., if the size of change impact or roles impacted has changed 15

16 PROJECT PORTFOLIO MANAGEMENT The EPMO enables an enterprise-wide project portfolio management process for all projects Portfolio management is the key EPMO activity that contributes to advancement of the UN s SDGs A comprehensive and transparent view of the organization s project work, enabling better decisions about trade-offs, strategic and SDG alignment, project selection, prioritization, sequencing and resource allocation Operations leaders have to commit to ongoing governance through quarterly reviews Click on Tableau button to go to Enterprise Heat map TABLEAU * See Tier and Status definitions in Appendix, slides

17 ENTERPRISE PROJECT PORTFOLIO ANALYSIS APPROACH Prioritize Legal/regulatory compliance or mandated projects Tier I projects On-going work Carry-over committed to complete Higher value SDG impact, Lower Risk initiatives 2015 In Plan Above Line Below Line 2016/To be Planned Defer or Eliminate Planned projects Not yet started Not part of a program Lower SDG value, Higher Risk initiatives Concurrent highly dependent efforts 17

18 Organizational Value Low Value High Value EPMO PROJECT PRIORITIZATION APPROACH Portfolio owners apply prioritization criteria to their respective projects to inform trade-offs: selection, prioritization, sequencing Score projects on SDG benefit and risk criteria identify projects that are low risk/high value (to move forward for consideration) and those that need further vetting Identify primary customer benefit and project type to understand project s contribution to the portfolio Identify cost and resource demands as well as critical dependencies and linkage to SLAs High Risk Low Risk Ability to Execute Successfully 18

19 SCENARIO-BASED PORTFOLIO ANALYTICS Scenario definition: X # $xm High benefit/risk score, where criteria is weighted for SDG program impact, efficiency and effectiveness Primary customer value of Enables Program Impact Project Type 7% 36% 57% Run/Operate Transform/Grow Mandate Implications: Focused on work that would most benefit SDG programs x started projects would stop Leaves $xm room for Primary Customer Benefit Cost/Resource Optimization Efficiency/Effectiveness Gains Enables Program Impact Expands/Improves Geographical Presence Improves Grantee Partner Experience Mandatory/Compliance Risk Reduction 19

20 ENTERPRISE PROJECT & PORTFOLIO MANAGEMENT SYSTEM (PPM) PROCESS OVERVIEW Methodology Best Practices Project Scope Portfolio Impact Project Initiation Enables Collaboration Portfolio Impact on CSR/SDGs Project Closure Project Evaluation Process Improvement Plans all visible in central DB Project Control Project Management Progress Tracking Change, Risk & Issue Management Project Plan Resource Planning Project Scheduling 20

21 PROJECT & PORTFOLIO MANAGEMENT SYSTEM Ensure project/investment activity is aligned with organizational priorities & strategic objectives including CSR and the SDGs Confirm project alignment with organization priorities Eliminate duplication of efforts and ensure the focus is on the most critically important projects Establish a consistent approach and appropriate rigor in portfolio management Allow sequencing of projects to better manage change impacts Efficiently manage resource constraints, regulatory requirements and contractors Evaluate project and program progress and strive for continuous improvement Understand and share the progress and status of the projects in a consistent process Leverage lessons learned and process improvements across the entire enterprise, not just one department

22 BILL GATES BIG BET FOR THE FUTURE The lives of people in poor countries will improve faster in the next 15 years than at any other time in history and their lives will improve more than anyone else s THE BREAKTHROUGHS HEALTH CHILD DEATHS WILL GO DOWN BY HALF, AND MORE DISEASES WILL BE ERADICATED THAN EVER BEFORE FARMING AFRICA WILL BE ABLE TO FEED ITSELF BANKING MOBILE BANKING WILL HELP THE POOR RADICALLY TRANSFORM THEIR LIVES EDUCATION BETTER SOFTWARE WILL REVOLUTIONIZE LEARNING What are your organization s big bets, and how could they be impacted by the SDGs? New markets, new opportunities? 22

23 ENDING EXTREME POVERTY Thanks to better seeds for farmers, new drugs, and greater access to vaccines for children, the percentage of people living in extreme poverty has dropped by half since In a little more than two decades, the percentage of people living in extreme poverty (surviving on less than US$1.25 per day) has fallen from about 40% to about 20%. During that period ( ), more than 700 million people have lifted themselves out of extreme poverty 23

24 Percentage of immunization rate IMMUNIZATION COVERAGE RISING Over the past three decades, growing numbers of children have received the diphtheria-tetanus-pertussis vaccine, which guards against three deadly diseases and is a strong indicator of overall vaccine coverage Sources: Global Health Observatory & World Health Organization 24

25 CHILDHOOD DEATHS DECLINING WORLDWIDE A combination of vaccines, malaria prevention, and improved newborn health care has helped reduce under-five child mortality globally since M 20 million 15M 10M 6.6 million 5M Source: The World Bank 25

26 Numbers of cases THE LAST PERCENT The number of polio cases dropped by 99% from 1988 to India, once home to the majority of polio cases, has been polio free since 2011, thanks to innovative approaches to eradication 2,000 1,500 1,000 India reports zero cases Total Global Cases Total India Cases *As of 12/27/ Sources: World Health Organization & Global Polio Eradication Initiative *

27 SOLVING/ENDING WORLD HUNGER Over the last 50 years, better seeds and farming techniques have saved a billion people from starvation and helped double food production What is the World Hunger issue at your organization? 27

28 ACTION PLAN Based on our learning objectives, potential next steps: Next week: voice of your customers, Stakeholder Analysis Next 90 days: develop a Results Tracker for SDG impact Next 12 months: conduct Portfolio Review, linked to Strategic Objectives and CSR/SDG goals Include the potential impact of your projects on the SDGs; no matter what business you are in, tie to your CSR goals 28

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30 CONTACT INFORMATION: Don Kingsberry President & CEO, PM Global Leaders, Head of Project Management Centre of Excellence at WHO 30