1. Introduction and background
- 20+ years PM experience working with various software vendors and as an independent PM and trainer and now PS Director for Sciforma UK
Project, Programme and Portfolio Management – Three Disciplines, One Race
Steve Kirk – Professional Services Director, Sciforma UK 1

2. Three Disciplines, One Race
Are there any triathletes in the audience? Describe triathlon (multi sport over different distances up to Ironman (3.8km, 180km, 42km) and how the winner is not the strongest in one discipline but the most consistent with all three. If you compared the times for each discipline with a specialist swimmer, cyclist or runner they wouldn’t be world class but combined together it’s a different story. You can’t afford to be good at only one or two disciplines as all three are equally important 2

3. Project, Programme and Portfolio Management
Programme Management
Project Management
PM - How to deliver the capabilities we need?
PgM - How to achieve our business objectives?
PortM - Which projects and programmes to do?
I think implementing a project-based organisation is a triathlon with three separate disciplines that are linked together and that need to be executed in balance and with the same level of expertise. In combination these disciplines provide an enterprise wide process for implementing strategy that is systematic and efficient. It’s a cultural and organisational approach 3

4. Portfolio Management “Which projects and programmes to do?”
What is the best mix of projects and programmes to meet strategic goals.
High level decision making and monitoring related to resource availability, capability and risk
Measure success in aggregate benefits and return on investment
The question we are trying to answer is…
What are we trying to achieve with Portfolio Management?
A consistent way of selecting the best combination of projects and programmes based on their contribution to strategic goals. ‘Do the right thing’
A way of tracking impact of this choice on organisation constraints like availability, capability and risk and making it visible throughout the organisation
Measuring actual outcomes in terms of benefits and ROI, something that is rarely done in project management 4

5. Portfolio Management
“Am I confident that the strategic goals of the company that I’m pursuing will be achieved?” Corporate Management
“Who is the customer for Portfolio Management?”
Good portfolio management gives a framework to manage programmes and projects in and confidence to the corporate management that strategic goals will be achieved
My experience is that most companies are poor at this 5

6. Programme Management “How to achieve our business objectives?”
Focus on benefits realisation
Bigger scope, timescale and cost than individual projects
Management of interdependencies between projects related to resources, issues and change requests
The question we are trying to answer is…
What are we trying to achieve with Programme Management?
A way of planning and tracking the benefits and dis-benefits of a large piece of work
An effective way of co-ordinating work over a long timescale and with big scope and costs
Focus on the interdependencies between different projects and other pieces of work as work progresses

7. Programme Management
“Am I confident that the benefits that I’ve identified in my portfolio will be realised?” Portfolio Management
“Who is the customer for Programme Management?”
Good Programme Management gives a planning framework for projects and confidence to the Portfolio Manager that benefits will be realised.
My experience is that most companies are average/poor at this 7

8. Project Management “How to deliver the capabilities we need?”
Delivery of outputs within constraints of time, cost and scope
Efficient use of resources
Consistent, repeatable process with strong risk management
The question we are trying to answer is…
What are we trying to achieve with PM?
An way of delivering outputs within the planned constraints
Efficient use of resources
Consistent and repeatable

9. Project Management
“Am I confident that the deliverables that I’ve identified in my programme will be achieved?” Programme Management
“Who is the customer for Project Management?”
Good PM gives a framework to manage work in and gives confidence to the Programme Manager that his programme is realistic and achievable
My experience is that most companies are average/good at this 9

10. Critical Success Factors
People
Tools
Continuous Improvement
Processes
How to have happy internal customers

11. Document Standardise Simplify Consistent Processes
Document where you are now in process terms (who does what and why)
Standardise and simplify
Use industry standards as a guideline (but not a rule)
Prince2/MSP…
PMP…
ISO…

12. Communication Training Recruitment Investment in People Communication
Understand and communicate what the three disciplines mean to your company
Training
Understand that people aren’t naturally brilliant at this and will need training and support (PMO)
Recruitment
Look for skills and experience at all three roles

13. Selection Implementation Support The Right Tool
Don’t expect people to do this with Excel and MSP. They need purpose built tools that make supporting and reporting as easy as possible
Selection
Know what you want first and prioritise
Implementation
Approach it as a business change project. Involve everyone
Support
Continue to improve and enhance. Work with the supplier to incorporate new ideas.

14. Continuous Improvement
Maturity Models
Benchmarking
PM Community
Realise that you need to improve in all three disciplines and you will gain most from focussing where you are weakest. Aim for a consistent level of maturity across them all
Maturity models and benchmarking
CMMI..
PM Community
PMI…

15. Finishing the Race
Consistent processes for portfolio, programme and project management
Investment in people; training, communication, development
Selection and implementation of the right tool to give a company-wide support to the processes and people
Continuous improvement in the search for a project-based organisation