Strategic Planning and Portfolio Management. Bob Frasier March 22, 2018

Transcription

1 Strategic Planning and Portfolio Management Bob Frasier March 22, 2018

2 HOUSEKEEPING ITEMS Everyone will be muted throughout the entire presentation You are welcome to ask questions at any time using the chat and/or Q&A feature We will have a brief Q&A session at the end of the presentation to make sure that we answer your questions

3 PPMP MISSION STATEMENT Mission: Our mission is to foster our individual member s learning through the sharing of knowledge, best practices, experiences, lessons learned and by engaging with industry experts and thought leaders. Purpose: Our goals are to enhance the professional capabilities and skills of our individual members and to bring value to the overall project portfolio management discipline. Who we are: PPM Professionals is a Professional Association of project portfolio managers working in multiple industries.

4 PPMP GOVERNANCE Steering Committee Denver Dana Albright, Century Link Thomas Rieck, Vail Resorts Cindy Canino, IHS Mike Murray, Molson Coors Glenn Fox, ch2m Hill Larry Dunn, Dish Jay DeAndrea, Ball David Fairclough, Allscripts Cheryl Bass Silicon Valley Bank Steering Committee Bay Area Ross Boon, Bank of the West Drew Feraios, First Republic Bank Prashanth Naidu, ebay Nadeem Bawani, Kaiser Permanente Ashok Vuppala, Google Karen Walton Gracenote

5 PPMP BENEFITS Networking Leveraging and sharing with your peers In-person and Online Chapter Meetings Assistance in Developing a Chapter in Your City Becoming a Steering Committee Member Knowledge Base Library of Presentations, Videos, and Recordings View Discussions from you Peers Participate/Contribute Become a Guest Speaker Become Author/Blogger/Thought Leader Events Attend our Annual Events Stay in the Know of All PMO Events in your Area

6 OUR FEATURED SPEAKER TODAY Throughout my career, I have had the opportunity to work with individuals and teams to overcome obstacles, meet challenges, and deliver results. Over time, making a difference has proven the most satisfying outcome whether it be for an individual, business, or community. Career Highlights and Focus: Strategy Deployment (Hoshin Kanri / Portfolio Management) Driving and ensuring actions, efforts and resources support annual targets and impact the short and long term goals of the business. Portfolio, Program and Project Management Design, Develop and Enhance standard project management practices to increase maturity and organizational ability Continuous Improvement Drive behaviors for meaningful change utilizing proven operational methodologies and best practices Bob Frasier TBM Portfolio Leader, Corporate Applications & Technology Services Alight Solutions People Mentor and partner with individuals to increase engagement and skill sets that impact careers, family and goals Profession / Community Leverage experience and skill set to further the profession and impact communities

7 POLL QUESTION #1 What is your functional role within the enterprise? 1. I lead the epmo 2. I lead the IT PMO 3. I lead a Program Office 4. I am a Program Manager 5. I am a Portfolio Manager

8 Agenda Background Introducing Portfolio Management to the Business Importance of Strategy in the Portfolio Process Strategy Deployment (Hoshin Kanri Method)

9 Background Mature Business Swings in the value of Project Management Pockets of PM knowledge Unsuccessful past attempts No formal PPM System

10 POLL QUESTION #2 Does your business value Portfolio Management? 1. It s a Key Business Driver 2. It provides value to our business 3. It s a Necessary Evil 4. It s Evil and Not Necessary 5. We do not do Portfolio Management

11 Introducing Portfolio Management Concepts to the Business (PMI View) Source: Project Management Institute Standard for Portfolio Management Third Edition

12 Introducing Portfolio Management Concepts to the Business (Business View) Strategic Alignment Organization Goals Prioritization Criteria and Ranking Components Existing and Potential Scenarios Impacts Roadmaps Governance Define and Establish Model Standards Process and Procedure Portfolio Management Plan Performance Metrics Change Management Maintain Strategic Alignment Optimize Capacity Compliance Risk Management Risk Tolerance Risk Interdependency Risk Response Communications Management Stakeholder Expectations Communication Strategy and Execution Accuracy, Consistency and Completeness of Portfolio Communications

13 Introducing Portfolio Management Concepts to the Business (PMI View) Source: Project Management Institute Standard for Portfolio Management Third Edition

14 POLL QUESTION #3 How do you know your Organizational Strategy? 1. We are part of strategy definition 2. Senior Leader Debrief 3. Direct Leadership communication 4. Broad Communication to all 5. There is a mission statement somewhere

15 Origins of Hoshin Kanri Originated from post-war Japan Hoshin = methodology for setting strategic direction Kanri = administration or management Hoshin Kanri translates into management of the methodology for setting strategic direction.

16 What is Hoshin Kanri The Seven Steps to Hoshin Planning 1. Establish Organizational Vision 2. Develop Breakthrough Operations 3. Develop Annual Objectives 4. Deploy Annual Objectives 5. Implement Annual Objectives 6. Monthly Review 7. Annual Review Source: Lean Methods Group

17 Why chose for Alight Client Introduced COO/CIO Pilot in business line Organization saw value Formally introducing across organization in 2018

18 POLL QUESTION #4 Can you answer these questions for your organization? What is the plan for the business over the next few years? What are you doing to contribute to this plan that will make a difference? 1. Absolutely 2. Partially 3. No

19 Where do we begin The starting point for understanding strategy deployment in any organization: What would happen if you were to speak to any person in any function a the lowest level and ask the following: What is the plan for the business over the next few years? What are you doing to contribute to this plan that will make a difference? If they cannot answer both questions how do we expect to implement the strategy effectively? So the idea of Strategy Deployment is about Alignment and Engagement

20 Alignment Alignment and Engagement Types Aligned and Linked, but not Focused Focused, Aligned and Linked Not Focused, Aligned or Linked Focus on Drivers Linked to goals Linked, some Focus, but not Aligned Burns Energy Wrong Aim Poor Alignment In wrong direction Focus

21 Mission Critical Elements to Strategy Deployment SD Standard Work: A standardized Matrix development process that forces alignment and discussion, vs. individually selected process X-matrix: An output that can be deployed (flowed down) through the organization, again utilizing a process that ensures alignment Catch Ball: A participative approach to decision-making in which goals, initiatives, and annual targets are thrown and caught back and forth, up and down throughout the organization to ensure objectives are aligned (e.g. L0 = S L1) Macro Plan: Visual execution tool (tactical plan) that is frequently reviewed, updated and adjusted based on reality Governance: An accountability and review process that ensures Problems, Issues and Opportunities are being exposed and dealt with real time. Leading metrics (driver measures) that allow us to expose and respond pro-actively

22 Levels slide Level 0 (L0) CEO Level 1 (L1) C-Suite Level 2 (L2) Senior Leaders

23 What do we want to do? Broad, long range (3-5 years) accomplishments that aim or focus efforts in a general direction (What)4-5 goals in total Specific, obtainable results define our responsibilities in measurable terms and are time or cost bounded. The significant things to accomplish the goals. Should be SMART (How much) single digit in number What are the steps to get there? How much this year? X-Matrix Relationship: degree to which the Initiative will support achieving the Goal How are we going to get there? How we coordinate our efforts to achieve goals, selected approach. Must be the highly leveraged few (no more than 7) (How) Initiatives Relationship: Degree to which the AT drives & measures the effectiveness of the Initiative Goals Annual Targets Resources Relationships shown in these areas Principle resources responsible for achieving the AT

24 X-Matrix and Portfolio High Level

25 UPCOMING EVENTS / WEBINAR Working With Decision Makers Getting the Initial Investment Approval Experience from a Large Healthcare Company April 26, 2018 Rushikesh Potdar Johnson & Johnson

26 Thank You! Webinar Recording: You can find the recording of this webinar event, a copy of the presentation & a list of upcoming events here WINNER! Project Portfolio Management Professionals Project Portfolio Management Professionals