1. Attend|Learn|Grow Push Your Professional Growth to the Next Level
2nd Annual Professional Development Days!
May 31-June 1, 2016

2. CONNECTING THE DOTS Portfolio Strategy Ops Plan Business Benefits
W. R. Long, P. Eng., PMP

6. Portfolio Management is the coordinated management of one or more portfolios to achieve organizational strategies and objectives… “Doing the Right Things” Program / Project Management is the application of knowledge, skills, tools, and techniques…to meet requirements… “Doing Things Right”

9. “35% of High Performing organizations have high portfolio management maturity, compared to just 8% of low performing organizations” Project outcomes in High Preforming organizations: On Time 71% vs. 41% Within Budget 74% vs. 46% Met Business Goals 81% vs. 60%

10. Portfolio Management…

11. Maintaining portfolio alignment
Allocating financial resources
Allocating human resources
Allocating material / equipment resources
Measuring portfolio component performance
Managing risks

12. Objectives & Processes…

16. Results…

20. C Suite & Organizational response…

21. Are the strategic goals clear to everybody in your organization?
Are the right activities performed to support your strategic goals?
Do the decisions optimize the benefits within your limited resources?
Do you get the right project information to make optimal portfolio decisions?
Do the decisions at the portfolio level support the projects adequately?

22. Do we have the right level of support from senior leaders to build up our portfolio management capabilities?
Are we delivering effective sponsorship and portfolio management to our most critical projects?
Do our program and portfolio managers have the abilities, tools, and resources they need to excel?
Do we invest, as necessary, to develop smart and simple processes to build the link between strategy and programs / projects
Do we have early indication mechanisms for problems in specific projects or portfolios—particularly those with the strongest link to our strategy—so that leaders are able to make proactive and timely course corrections?

23. Do we have strong processes in place to support objective decision making, to create transparency and enable engagement by senior leaders?
Do we have a process in place for prioritizing and/or terminating projects, and does the culture support this as a natural part of portfolio management?
Does our culture support portfolio management by rewarding individuals who raise potential problems early?
Finally, do we broadly recognize and support the value of portfolio management?

24. Ownership…

26. Success Factors…

27. Strong processes. Organizations need to put processes in place to structure discussions and make sure that: project, program, and portfolio decisions are based on objective, quantifiable facts, rather than gut instincts. Leadership, sponsorship, and support. Leaders at highly mature organizations recognize the benefit of: strong portfolio management and become visible champions for it, which sustains performance improvements over time. An enabling culture. Cultural support for portfolio management is intellectual and emotional. high maturity portfolio management addresses both dimensions, so that there is no stigma of failure in the organization when a project gets terminated.

28. Implications…

32. Risk Management…

35. Portfolio Management Processes…

36. Portfolio Management & Organization Governance Strategic Management
How does it fit
Governance
How does it work in our governance structure
Strategic Management
How do we translate strategy to operations
Capacity & Capability
What competencies do we need & are they allocated correctly

37. Stakeholder Engagement Value Management
Who, how and when do we engage
Value Management
How do we create value for the organization
SMART metrics to monitor performance
Strategic Management
How do we translate strategy to operations
Lifecycle & Processes
What, how, when, who, why
“Review – Revise – Redo” regularly

38. “SMART” metrics…
Specific
Measureable
Attainable
Realistic
Timely

39. Next steps… Demonstrate alignment to strategy
Sponsors assigned to high priority initiatives
Initiatives are ranked and prioritized
Integrated in Strategic Planning process
Process enables good portfolio decisions
Process is flexible and timely
Initiatives have clear financial and non financial metrics (SMART)
Resources are skilled and allocated across portfolio

40. CONNECTING THE DOTS Portfolio Strategy Business Benefits Ops Plan
W. R. Long, P. Eng., PMP

42. References…
PMI® Thought Leadership Series The Practitioner’s Perspective: Winning through Project Portfolio Management November 2015
PMI® Thought Leadership Series Delivering on Strategy: The Power of Project Portfolio Management November 2015
PMI® Thought Leadership Series Implementing the Project Portfolio: A Vital C-Suite Focus November 2015

43. References… Google Images
PMI® Portfolio Management Standard, 3rd Edition
Various slides as noted