Portfolio Management Andthe PMO-Shelley Gaddie

Portfolio Management and the PMO
Organizing and Operating to Deliver Value

Shelley Gaddie President Project Corps
October 12, 2006
Copyright 2006. Project Corps. All Rights Reserved.
v i s i o n ACCOMPLISHED
The Strategic Delivery System
External Assessment
Senior Leadership
Shifts for customer and market driven change.
Goals
Project Portfolio Governance
Analysis against strategies, goals, objectives. Prioritization, funding, and capacity management.
Strategy Initiatives Strategic Management Objectives Internal Assessment Programs & Projects Business Case Ongoing Metrics Project Portfolio Management Approval Lessons Learned Analysis Prioritization Implement Initiate
PMO
Continuous process improvement based upon lessons learned.
Delivery as planned. Project 1 Project 3 Project 2

Project Validate Management Analyze Build
Design
External Assessment
Goals
Strategy Initiatives Strategic & Performance Objectives InternalManagement Assessment Programs & Projects Business Case Ongoing Metrics Portfolio, Analysis Financial & Capacity Lessons Learned Approval Management Project Metrics Prioritization Implement Initiate
Strategic Management Identifies key initiatives, KPIs, and provides a framework for project prioritization. Performance Management Establishes accountability for financial performance. Portfolio Management Monitors performance against strategic plan. Incorporates continuous improvements. Financial Management Supports project business case development. Produces budgets and financial reports. Tracks project and post-project performance. Capacity Management Establishes, manages and monitors capacity. Project Management Delivers projects as planned.
Project Validate Management
Analyze
Build
Design
Senior Leadership
External Assessment
Goals
Analysis against strategies, goals, objectives. PMO Prioritization, funding, and capacity management. Continuous process improvement based upon lessons learned.
Strategy Initiatives Strategic Management Objectives Internal Assessment Programs & Projects Business Case Ongoing Metrics Project Portfolio Management Approval Lessons Learned Analysis Prioritization Implement Initiate

Project Validate Management Analyze Build
Design
Senior Leadership
Strategic Planning Delineation of strategies and initiatives into project portfolio. Performance Management Operational, e.g., balanced scorecard, and individual performance measurement of project and post-project benefit realization. Portfolio Management Project portfolio governance, i.e., operations and reporting. Financial Management Integration of project portfolio financial management, i.e., budgeting and reporting, into standard financial management system. Capacity Management Measurement of capacity to fund and deliver work and digest change. Project Management Standards, training, and performance monitoring.
Analysis against strategies, goals, objectives. PMO Prioritization, funding, and capacity management. Continuous process improvement based upon lessons learned.

Two PMOs & Their Search for Value
National Bank
Dramatically Declining Margins Aggressive 2-Year Turnaround Plan
Eliminate Redundancies Cut Costs Add Value
The Call to Action

Develop and execute a 1-year turnaround plan to gain control of the enterprise project portfolio and demonstrate product and service value.
Global Retailer
New Leadership Aggressive 10-Year Expansion Plan
10% Annual Sales Growth 4% Annual Store Growth 8% Annual Customer Growth
The Call to Action

Develop a PMO business plan that delivers immediate and long term value and directly supports delivery of the 10-Year Expansion Plan.
Level 5
Capability Maturity Model Integration (CMMI) is a process improvement approach that provides organizations with the essential elements of effective processes. It can be used to guide process improvement across a project, a division, or an entire organization.
Optimized
Level 4 Quantitatively Managed Level 3 Defined
Level 2
Managed
Level 1
Performed
Level 5 - Optimization Continuous Improvement Based upon Current Business Objectives Level 4 Quantitatively Managed Lifecycle Quantitative and Qualitative Metrics Predictable Performance Level 3 Defined Standard and Consistently Applied across Enterprise Processes Proactively Managed and Improved Level 2 Managed Planned with Visibility to Status and Deliverables Repeatable within Project, Group or Function Level 1 Performed Dependent on Individuals Ad Hoc with Unpredictable Results
Managed
Focus on Methodology & Processes
Repeatable processes are practiced on a project level. Project management process discipline is maintained through times of stress. Visibility to project status and delivery of work products at defined intervals.
Driver: Project Delivery Predictability
Performed
Project management processes are ad hoc. Project results are unpredictable. Project success is dependent on heroics of individuals and teams.
Defined
Focus on Tools
Project management processes are defined, understood, and consistently applied from an organizational perspective. Project management processes are proactively managed and improved.
Driver: On-time/On-budget Performance
Managed
Repeatable processes are practiced on a project level. Project management process discipline is maintained through times of stress. Visibility to project status and delivery of work products at defined intervals.
Quantitatively Managed
Focus on PMO
Project performance and product quality are quantitatively measured. A repository of project and portfolio performance measures exists to support fact based decision making.
Driver: Project Management Excellence
Defined
Project management processes are defined, understood, and consistently applied from an organizational perspective. Project management processes are proactively managed and improved.
Optimization
Focus on Governance
Project delivery, governance, and project portfolio performance continually improve through quantitative measures and analysis based upon current business objectives.
Driver: Strategic Value
Project performance and product quality are quantitatively measured. A repository of project and portfolio performance measures exists to support fact based decision making.
Level 5 - Optimization
Level 4
Governance
Level 3
PMO
Level 2
Tools
Level 1
Methodology & Processes
The PM Value Framework
Strategic
Level 3
Level 4
Level 1
Tactical
Level 2
Internal
External
Strategic
Centralized Knowledge & Metrics
Governance
PMO
Methodology & Processes Tools
Tactical
Internal
External
Strategic
Tactical & Internal: Standard project lifecycle and management processes.

Tactical
Tactical & External: Internal and external project scope, schedule, budget and resource management supported by standard communications and reporting processes. Strategic & Internal: Enterprise project reporting, monitoring, analysis and internal and external benchmarking and closed loop improvement processes. Strategic & External: Enterprise project portfolio quantitative and qualitative analysis and closed loop benefits realization processes.
Internal
External
Strategic
Tactical & Internal: Project schedule and management tools and systems.
Tools
Tactical
Tactical & External: Scope, schedule, budget, resource management, communication and reporting tools and systems. Strategic & Internal: Project portfolio management and oversight tools and systems. Strategic & External: Portfolio performance measurement, benefits realization, and accountability tools and systems.
Internal
External
Centralized Knowledge Base & Metrics

Internal External
Tactical & Internal: Project management knowledge center, performance standards and metrics. Tactical & External: Communication for enterprise use with centralized customer feedback and lessons learned improvement and communications. Strategic & Internal: Project portfolio management knowledge center, performance standards and metrics. Strategic & External: Project portfolio performance standards and metrics based upon business plan and forecast.
Tactical
Strategic
Strategic
Tactical & Internal: Project deliverable and milestone based governance. Governance Tactical & External: Project governance communications, and reporting. Strategic & Internal: Project portfolio governance. Strategic & External: Project portfolio lifecycle performance governance.
Tactical Internal
External
Strategic
Value equals enterprise wide improvement based upon internal and external benchmarking.
Value equals alignment with current business goals and closed loop benefit realization.
Tactical
Value equals simplicity, ease of application, scalability and valid business cases.
Value equals shared information for improved management, efficiency and increased control.
External
Internal
The PM Value Framework Applied
Mission Strategic:
Demonstrate bottom line value
Realign and reorganize Drive the 2-year turnaround Control the project portfolio
Tactical:
Demonstrate customer satisfaction
Scale products and services Eliminate multiple PMOs
Strategic
PMO
Defined
Defined
Dabbling and spread too thin. Work and value not visible.
PMO
Performed Managed
Governance Methodology & Processes

Performed Managed
Usability and scalability issues. No authority or accountability.
Tools
Defined
Defined
Tactical

Performed Managed
Tools
Performed Managed
Limited practical applicability. Reporting at the expense of information.
Governance
Project level only. Inconsistent
Internal
External
Strategic
PMO
Defined
Defined
PMO
Performed Managed
Governance
Performed Managed
Report to member of ELT Shift to strategic role and redefine breadth of products and services. Close departmental PMOs, reorganize and improve skills.

Simplify and scale. Clarify roles, responsibilities and accountability.
Tools
Defined
Defined
Tactical

Performed Managed
Tools
Performed Managed
Identify, redesign and integrate existing systems. Redesign reporting systems.
Governance
Establish an integrated enterprise governance system and supporting processes.
Internal
External
Mission
Strategic
Organize and operate for highest value
Benchmark for best practices Organize for high performance
Tactical:
Drive the delivery of current initiatives
24 ongoing 16 new
Strategic
PMO

Performed Managed
Defined
Defined
Strategic value defined:

Role and responsibilities. Products and services.
Governance
Performed Managed
A comprehensive matrixed staffing plan. Methodology & Processes Simple and scalable. Built to deliver, report, measure and govern through post-project life. Leverage and integrate the six key PM value processes. Tools More than a PPM system - A complex integrated system of tools supporting the six key PM value processes. Governance Driven by governance of the business plan.
Defined
Defined
Tactical

Performed Managed
Tools
Performed Managed
Internal
External
Project management is one discipline among many required to deliver strategic value. A philosophical and operational partnership with finance is key. Project management must anchor in the enterprise business plan.
Project management must operate and execute at both the tactical and strategic level. Project management must embrace and lead the charge for post project benefit measurement and accountability. Project management must assess and deliver value based upon our organization s self identified delivery and performance weaknesses.
Strategic

Performed Managed
Defined
Defined
Governance
Performed Managed
Defined
Defined
Tactical

Performed Managed
Tools
Performed Managed
Internal
External
Portfolio Management & The PMO

Questions & Answers
Shelley Gaddie President Project Corps
October 12, 2006
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Portfolio Management and the PMO

Organizing and Operating to Deliver Value

Copyright 2006. Project Corps. All Rights Reserved.

The Strategic Delivery System

Copyright 2006. Project Corps. All Rights Reserved.

Shifts for customer and market driven change.

Project Portfolio Governance

Continuous process improvement based upon lessons learned.

Delivery as planned. Project 1 Project 3 Project 2

Project Validate Management Analyze Build

Project Validate Management

Shifts for customer and market driven change.

Delivery as planned. Project 1 Project 3 Project 2

Project Validate Management Analyze Build

Shifts for customer and market driven change.

Delivery as planned. Project 1 Project 3 Project 2

Two PMOs & Their Search for Value

Copyright 2006. Project Corps. All Rights Reserved.

The Call to Action

The Call to Action

Level 4 Quantitatively Managed Level 3 Defined

Copyright 2006. Project Corps. All Rights Reserved.

Focus on Methodology & Processes

Driver: Project Delivery Predictability

Copyright 2006. Project Corps. All Rights Reserved.

Driver: On-time/On-budget Performance

Copyright 2006. Project Corps. All Rights Reserved.

Driver: Project Management Excellence

Copyright 2006. Project Corps. All Rights Reserved.

Driver: Strategic Value

Copyright 2006. Project Corps. All Rights Reserved.

Methodology & Processes

Copyright 2006. Project Corps. All Rights Reserved.

The PM Value Framework

Copyright 2006. Project Corps. All Rights Reserved.

Centralized Knowledge & Metrics

Tactical & Internal: Standard project lifecycle and management processes.

Methodology & Processes

Copyright 2006. Project Corps. All Rights Reserved.

Copyright 2006. Project Corps. All Rights Reserved.

Centralized Knowledge Base & Metrics

Copyright 2006. Project Corps. All Rights Reserved.

The PM Value Framework Applied

Copyright 2006. Project Corps. All Rights Reserved.

Governance Methodology & Processes

Usability and scalability issues. No authority or accountability.

Methodology & Processes

Limited practical applicability. Reporting at the expense of information.

Methodology & Processes

Methodology & Processes

Identify, redesign and integrate existing systems. Redesign reporting systems.

Centralized Knowledge Base & Metrics

Strategic value defined:

Methodology & Processes

Copyright 2006. Project Corps. All Rights Reserved.

Centralized Knowledge Base & Metrics

Methodology & Processes

Portfolio Management & The PMO

Copyright 2006. Project Corps. All Rights Reserved.

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