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project portfolio management for everyone

Standard Assumptions About Project Portfolio Management. Need to begin with a top down strategy and direction Executives drive the PPM process. PMs and functional managers have no controlThe more mature the PM process the betterDetailed project reporting is necessary to support analysisTask level staffing and time cards by task are required to get a handle on resource utilization.

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project portfolio management for everyone

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    1. Project Portfolio Management for Everyone

    2. All of these are conventional assumptions about PPM BUT they while true in a “best practice sense” All of these assumptions limit the usefulness of portfolio management to a tops down approach. All of these are conventional assumptions about PPM BUT they while true in a “best practice sense” All of these assumptions limit the usefulness of portfolio management to a tops down approach.

    3. The PPM Pyramid

    4. Operating in the Value Zone

    5. Defining the Value Zone Alignment – Do the projects contribute to the strategic goals of the company?

    6. Introducing Scalable PPM Intended to be culturally neutral Intended to support top down or bottom up management Stresses Communication Risk Management Leadership Assumes a WIFM of increased promotability Focuses on Value Based Decisions

    7. PPM Pyramid and the Language of Resource Management The Role of Executive Management is to Allocate the money and the people The Role of Functional Management is to Manage the money and the people The Role of Project Management is to spend the money and support the people

    8. The PPM Process - Executive Management’s Responsibilities Evaluate the list of projects Confirm alignment Determine level of acceptable risk Confirm timing (real options) Confirm high-level resource capacity Agree on strategic Value Identify Gaps Commit to innovationEvaluate the list of projects Confirm alignment Determine level of acceptable risk Confirm timing (real options) Confirm high-level resource capacity Agree on strategic Value Identify Gaps Commit to innovation

    11. Scalable PPM – Functional Management Responsibilities

    13. Scalable PPM – Functional Management Responsibilities

    14. Align People with Resource Requirements People Identify Current Skills Identify Current Capabilities Identify Growth opportunities Encourage Cross-training Make sure no one is struggling Resources Identify resources types for projects Understand availability and capacity of generic human resources Assign resources to projects Establish the relationship between resource constraints and project status

    15. Techniques for Eliminating Projects that Fail the Value Equation Re-assign resources (starve) Re-design (merge two projects) Re-move (eliminate a cancelled project) Re-schedule (delay, move to pipeline) Re-scope Re-classify

    16. Scalable PPM – Functional Management Responsibilities

    17. Conventional Project Management Responsibilities Responsible for soliciting weekly work plan Responsible for evaluating risk of task completion Responsible for keeping the focus on feature driven prioritization Accountable for recommending changes and solutions based on emerging information

    18. Scalable PPM – Project Management’s Responsibilities

    19. Scalable PPM Project Management Responsibilities Understand the Value Proposition of your project Make sure that you have identified the risks on your project in a manner that is meaningful to top Management No more than three risks Have a clear contingency and/or mitigation strategy Make sure you are communicating the right message to the right people Understand the value to your stakeholders Understand your progress in delivering that value Practice Servant Leadership Your team creates the results – You remove roadblocks

    20. The Scalable PPM Process

    21. Principles of Scalable Portfolio Management Everyone is accountable Need to have goals Everyone is responsible Need to have performance measures Everyone should practice continuous collaboration No one should struggle

    22. The Benefits of Scalable Project Portfolio Management A technique for allowing companies to align their process to their culture without sacrificing their PPM efforts A method for imputing strategy and gaining consensus An approach that allows all levels of management to participate in managing their portfolio of projects A value based approach to portfolio decisions

    23. Resources for more information about Scalable Project Portfolio Management Ask us for a copy of this presentation Go to http://finance.groups.yahoo.com/group/scalableppm/ and join a discussion on portfolio management Go to the knowledge Center at www.knowth–consulting.com for more papers and book reviews on project portfolio management

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