1. COREP XBRL Project Office
Steering Committee,

2. Project Portfolio Management
AGENDA
Project Portfolio Management
Definitions
Project Office
Resources Chart

3. Project Management from an Organisational point of view
Definitions
Project Portfolio Management
Project portfolio management organizes a series of programmes and projects into a single portfolio consisting of reports that capture project objectives, costs, timelines, resources, risks and other critical factors.
Executives can regularly review entire portfolios, spread resources appropriately and adjust projects to produce the highest departmental returns.
Programme Management
The process of managing multiple projects on an ongoing basis.
Project Management
The discipline of defining and achieving targets while optimizing the use of resources (time, money, people, space, etc).
Companies use projects for:
Improving Efficiency & Margins (i.e. Cost Reduction, ..)
Increase Revenues (i.e. New products, …)
Growing the Business (i.e. M&A, …) ….
Project Management from an Organisational point of view
Maturity 4 & 5
Maturity 3
Maturity1 & 2

4. Definitions Project Management Maturity
Predictability, effectiveness and control of an organization's project management processes believed to improve as the organisation moves up these five levels:
Level 1 – Unreliable Processes
No rules. Little organisational support. Success depends on the skills of individual people
Level 2 – Informal Processes
Lack of standards. Implementation differs from project to project within the organisation.
Level 3 – Standardised Processes
Same rules and methods for project management. Most projects use them. Management support.
Level 4 – Monitored Processes
Integrated project life cycle. Methodology used company-wide. Management monitors.
Level 5 – Optimised Processes
Regular analysis and optimisation of project management practice. Projects support strategic plan.
"We are what we repeatedly do. Excellence, then, is not an act, but a habit."
Aristotle ( BC)

5. Definitions
Organisations should be aware that when talking about Strategic Planning, Investment Appraisal, Capital Budgeting, New Product Development, Organisational Change, Mergers and Acquisitions, Outsourcing, etc., they are in fact talking about initiatives that translate into, and are executed through, projects.
Top and Senior Management should therefore understand that project management is a key strategic tool to drive these initiatives and to reap their business benefits.
Those organisations that understand the vital importance of excelling at project management, and act upon it, will undoubtedly outperform the competition.

6. Project Portfolio Management
The PPM is a strategically critical and high profile program of projects,
Focusing on value generation through benefits planning an realization
Creating a powerful partnership by combining methodologies, experience and expertise with the best from any entity
Providing a core team of highly experienced and ensuring that relevant specialists are available to advise on complex or specialist matters
Proactive knowledge transfer on the job and through learning events

7. Project Portfolio Management Key Challenges
Changes to the reporting model – business applications requirements, systems, applications support and development
Better understanding of successful project drivers
Comparison of project success rates and practices with other entities
Insights into how they can improve their track record of success with business projects
Assessments of current major programmes and associated risks
Advice on how to ensure current major programmes deliver to expectations
A route map for developing leadership in business project and programme management
Clarity and genuine buy-in from key business IT stakeholders

8. Project Portfolio Management Key Challenges
Simplifying the IT organizational structure
Understanding what the business wants from IT
Understanding of the organizational structure of the business areas that IT has to support
Understanding the technology and systems architecture and how IT supports the business
The cost reduction projects – data centre consolidation, reduction in maintenance spend
A quite detailed understanding of the current cost base is required before targeted reductions can be effective
There is a risk unless this accurate information is available, reductions may not focus on the areas that currently consume the greatest proportion of costs.

9. Project office key challenges
Providing methodologies, supporting tools and techniques that can be implemented quickly and bring results
Not changing for change’s sake. Keeping what words and developing only the bits that need to be
Ensuring the up-skilling of the different teams
Focus on benefits realization

10. Project office benefits
Best practices
Reusability of software components
Market XBRL software tools knowledge
Lesson learned
Update XBRL knowledge
Communication management with International XBRL stakeholders
Reduce taxonomy development cycle
XBRL methodologies and techniques
Customized XBRL training programs
Better alignment between business & project objectives
Reduce reworking costs
Reduce time to market
Do more projects with less
Increase project performance
Increase quality

11. Project office benefits
Independent perspective on project progress
Improved executive-level information
Faster issue resolution and risk mitigation
Reduced risk of substantial cost/time overruns and failure to deliver expected business benefits
Improved project consistency and controls
Increase customer satisfaction
Optimize the use of resources and budgets
Increase staff motivation

12. Project office key functions and key top management levers
Tools to support the key functions
Resource scheduling
Inter-project dependency mapping and tracking
Forward view of assignment and utilization
High level delivery plan
Milestone tracking
Benefits tracking
Estimating
The key top management levers
Strategic clarity
Projects understanding
Performance measures
Accountability model
Behavioural patterns
Quality of information
Project process standards (inc methods & tools)
Resourcing policies
People practices
Reward structures
Continuous improvement programmes
Independent assurance

13. Functional Project Office Model
Project Office Management
Administration
Planning & Strategy
Strategy Maintenance
XBRL Strategy Plan
Schedule Planning
Offering Management
Opportunities Management
Competitive Benchmarking
Market Requirements Identification
Viability Analysis
XBRL International Collaboration
COREP Working Group Collaboration
Communication Plan Execution
Program Management
Project Coordination
Control & Monitoring
Risk Management
Incidences Management
Changes Management
Quality Management
Generic XBRL Program Coordination
Budgeting
Program Budget Definition
Program Budgeting Control
Performance Measure
and Assurance
Project Measurement
XBRL Projects PKI Performance metrics Definitions.
Monitoring and Publication.
Quality Assurance
Process enhancement and definition.
Training and Development
Training
Training Planning and Training Program Design
Training Program Execution
Development
Design Key points identification and definition.
Procedure and best practices Implementation Definition
XBRL Technologic Management
Technologic Alliances
Taxonomies Management
Internal Taxonomies Design
Taxonomies XBRL Working Groups Collaboration
XBRL Taxonomies Repository Management
Taxonomies Centralization
Taxonomies Distribution
Taxonomies Versioning

14. Resources Chart Direction Project Office Manager Quality Ctrl. Expert
Development & Implementation Team
Manager
Quality Ctrl. Expert
Project Office

15. Resources Chart
Direction
Project Office
Project 1
Project 2
Project n

16. Resources Chart Direction Common Alternatives Specific Common Manager
Project Office
Manager
Specific
Common
Quality Ctrl. Expert
Development & Implementation Team

17. 1 2 Alternatives On-demand Management Pro-Active Management
Project Office
Project
Leader
Development & Implementation Team
Quality Ctrl. Expert 2
Manager
Pro-Active
Management
Quality Ctrl. Expert
Project
Leader
Development & Implementation Team

18. Project strategy?
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