1. Proventures reconnect session on Project Portfolio Management (PPM)
P Seenivasan PMP,PgMP,PfMP
Director, Proventures Education and Consulting
28th May 2015

2. Pulse of the Profession
Salient features from PMI report 2015

3. High performing Vs Low performing
Meet 90% of the business goals
Wastes 12 times less money than low performing organization
But only 12% of the organizations are high performing
LPO meets 36%
While, LPO wastes 24% investment, HPO wastes 2%
Out of 100 organizations 88 are LPO

4. Basics for a HPO Fully understand the value of project management
Actively engaged executive sponsors
Aligning projects to strategy
Developing and maintaining Project Management Talent
Establishing a well-aligned and effective PMO (Project Management Office)
Using standardized Project Management practices throughout the organization

5. High-performing organizations

6. Successful projects

7. Talent Management

8. Process focus within HPO

9. Benefit Realization Maturity

10. Of the projects started in your organization in the past 12 months that were deemed failures, what were the primary causes of those failures?

11. Part II
PPM overview

12. “Strategy can not be planned because planning is about analysis and strategy is about synthesis.”
- Henry Mintzberg, ( former
President of the Strategic Management Society)
“You’ve got to be very careful if you don’t know where you are going, because you might not get there.”
- Yogi Berra

13. five organizational styles to strategic technology planning
Navigator
Evangelist
Conductor
Guerrilla
Research
team
Gartner Group has identified five organizational styles that are crucial to strategic technology planning. The first is a navigator that tracks and evaluates the impact of emerging technologies for strategic advantage. The second is the guerrilla, a pragmatic and tactical team for deploying new technologies. Third, a priest or evangelist is needed for educating and persuading senior management. Fourth, a conductor is required for coordinating the plan with other organizational units. Finally, a research team should be in place to investigate technologies ahead of institutional need. In each instance, there is a balance between being technology-focused versus being business focused.

14. Let us look at the overall Landscape!
Vision
Mission
Strategy and Objectives
Portfolio Management
Projects and Programs
(Projecticed activities to build service Capability)
Ongoing operations
( Recurring activities that support service delivery )
Organizational
Infrastructure and Resources
Operation
Management
Program and Project
Enterprise Business Value Management

15. Business Value Concept that is unique to each organization
Project Management - Introduction
Business Value
Concept that is unique to each organization
Defined as the entire value of the business (The sum total of all tangible and intangible elements)
Tangible elements include monitory assets, fixtures, stakeholder equity and utility
Intangible elements include goodwill, brand recognition, public benefits and trademarks
Depending on the organization, business value scope can be short, medium or long term
Value may be created through the effective management of on-going operations
In order to bridge the gap between organizational strategy and successful business value realization, the use of portfolio, program and project management techniques is essential
© 2013 Progressive Ventures. All rights reserved.

16. Why ePMO – Portfolio Perspective
Portfolio is a component collection of Programs, Projects or Operations managed as a group to achieve strategic objectives
- Portfolio Management Standard Edition 3
Portfolio components are identified, measured, evaluated, ranked, balanced, authorized, monitored and controlled to achieve strategic objectives
Portfolio is perpetual for a live organization

17. Portfolio Management What - Why - How - Where-
It is a centralized management of one or more portfolios
Why -
To enable executive management to meet organizational goals and objectives
How -
through efficient decision making
Where-
It concerns one or more portfolios, programs, projects, and operations

18. Enablers for PPM
The organization including the executive management embraces the practice of Portfolio Management
Proposed Project, Program and Operational components need to be evaluated
Appropriate skilled staff members are available to manage Portfolio
Project and Program Management processes already exists
The organizational roles and responsibilities are defined
Mechanisms are in place to communicate decisions and other informations internally and externally

19. Portfolio Management Process groups
They are performed in sequence and have clear dependencies
They are independent of application areas and industry
The process groups and processes within the process groups may be iterated prior to Portfolio component authorization
The process groups are not phases of Portfolio Management

20. Portfolio Management : Mapping of Process Groups and Knowledge Areas
Portfolio Management Knowledge Areas
Portfolio Management Process Groups
Defining
Process Group
Dev Portfolio Strategic Plan
Develop Portfolio Charter
Define Portfolio Roadmap
Dev Portfolio Management Plan
Develop Portfolio
Develop Portfolio Performance Management Plan
Dev Portfolio Communication Management Plan
Dev Portfolio Risk Management Plan
Aligning Process Group
Manage Strategic Change
Optimize Portfolio
Manage Supply and Demand
Manage Portfolio Value
Manage Portfolio Information
Manage Portfolio Risks
Authorizing and Controlling Process Group NA
Provide Portfolio oversight
Authorize Portfolio
Portfolio Strategic Management
Portfolio Governance Management
Portfolio Performance Management
Portfolio Communication Management
Portfolio Risk Management

21. Defining Process group
The defining process group consists of those processes performed to establish the way the organizational strategy and objectives will be implemented in a portfolio
It involves :
Determining the Portfolio Strategic Plan
Determine the Portfolio Structure and Roadmap
Define the Portfolio
Develop the Portfolio Management Plans and Subsidiary Plans

22. Aligning Process Group
Aligning Process groups consists of processes to manage and optimize the portfolio
This group determines :
How the Portfolio Management components will be categorized, evaluated and selected for inclusion, modification or exclusion, and thereby manage the portfolio

23. Authorizing and Controlling Process Group
Authorizing and Controlling Process Group consists of processes for determining the method to authorize the portfolio, and provide oversight
The processes within this process group are often repeated during the portfolio management process
Typically, these are ongoing functions of the governing body

24. PPM Process Group Interactions
Organizational Strategy and Objectives
OPA, PPA,EEF and Inventory of Work
Defining Process Group
Aligning Process Group
Authorizing and Controlling Process group
Projects, Programs and Other work
Projects, Programs and Other work

25. Deliverables in PPM Authorizing and Controlling Process Group
Enterprise/
Organization
Portfolio Strategic Plan, Portfolio Charter, Portfolio Roadmap, Portfolio Process Assets, Portfolio Management Plan, Portfolio
Authorizing and Controlling Process Group
Organizational Strategy and Objectives
OPA, PPA,EEF and Inventory of Work
Defining Process Group
Aligning Process Group
Portfolio Reports
Portfolio Component Reports
Project, Program, and Other Work
Governance Decisions

26. Integrated Portfolio Management Plan
Portfolio Prioritization
Managing Compliances
Procurement Management Planning
PfMP Components 3 4 5 6 11 12
Communication Planning
Performance Management Plan
Balancing Portfolio
Change Control & Management
Managing Strategic change 9 10 7 1 8
Risk Management Planning
Managing Dependencies
Governance Model
Portfolio Oversight 2
Program governance monitors and reviews the progress of the program and the delivery of the coordinated benefits from its component projects.
While it is not a specific phase in the program management life cycle, governance spans all of the program life cycle phases. Program governance oversees the progress of the program and the delivery of the coordinated benefits from its components.
Programs are often too complex to be managed by a single individual, which is why appropriate implementation of program governance is critical for a program to succeed. Program governance assists in managing risks, stakeholders, benefits, resources, and quality across program life cycle.
Program governance provides an appropriate organizational structure and the policies and procedures necessary to support program delivery through formal program reviews. This is facilitated by the regular and phase-gate-based oversight of deliverables, performance, risks, and issues by the program board.
Program charter is a document defining the scope and purpose of a proposed program presented to governance to obtain approval, fundinf and authorization

27. Portfolio Functions
Defining
Aligning
Authorizing
Controlling

28. Role of Portfolio Manager
Establishing and maintaining a framework and methodology and processes
Guiding the selection, prioritization, balancing, and termination of portfolio components
Establishing and maintaining appropriate infrastructure and systems to support portfolio management processes
Continuously reviewing, reallocating, reprioritizing, and optimizing the portfolio to ensure ongoing alignment

29. Role of Portfolio Manager
Providing key stakeholders with timely assessment of portfolio components, portfolio-level issues and risks that are impacting performance
Measuring and monitoring the value to the organization through portfolio performance metrics and targets
Meeting legal and regulatory requirements
Supporting senior-level decision making
Influencing active executive sponsorship engagement
Participating in program and project reviews to reflect senior-level support, leadership, and involvement in key decisions.