Project Portfolio Management

Project PortfolioManagementSetting the correct priorities in the project environment as well as controlling and mastering the Project RisksStrategic vs. operational Management?Content vs. organisational context?Terms & Definitions„Program-Management“„Project Portfolio-Management“„Multiproject-Management“Agenda

Motivation and Targets

The responsibility for the project portfolio

Branches of the portfolio-management

Facilities

Abstract & critical factors for success

Incentive based on anticipated definaces

Consistent with the business strategy

Exposure to „sacred cows “

Assessment and prioritization of projects

Determination of the operational risk

Utilization of key personal

Incentive based on operative defiances

„We don‘t want to just react, we want to

approach problems in a proactive manner“

„We don‘t know the state of the projects“

„We don‘t know how delays and changes to one project influence other projects “

„We just want to take care above all about the critical and problematic projects“

Agenda

Motivation and Targets

The responsibility for the project portfolio

Branches of the portfolio-management

Facilities

Abstract & critical factors for success

Different roles in the company organization structureCompany ManagementStrategyChangeManagerProjectPortfolioManagerDesignAuthorityPortfolioProjectsProjectPortfolioQAProjectPortfolioSupportSteeringcommitteeOperationProjectQAProjectSupportProjectmanagerTeam„Candidates“ for the Project Portfolio Management

Manager in charge (in project organizations)

Official Program-Executive

Staff position (e.g. Organization development)

Member of the executive board (e.g. CFO)

Agenda

Motivation and Targets

The responsibility for the project portfolio

Branches of the portfolio-management

Facilities

Abstract & critical factors for success

Branches of the Project Portfolio ManagementCorporate StrategyOpportunityManagementPriorityManagementRisk & ProblemManagementQuality-Management & AuditConfigurationManagementStakeholderManagementManagementdisciplinsin the Project PortfolioControllingPlanningProjectmanagementDimensionsTimeCostsResultQuality ResourcesAdjustment of strategic vs. economic importance Total Portfolio considerationProjectsProject PortfolioStrategicImportanceStrategicImportancep1p2Adjustmentthrough „Expansion“ and „Compression“Economic Importance [€/$]StrategicImportanceTotal utilityp1Economic Importance [€/$]p2Economic Importance [€/$]Priority ManagementDoing the correct thing correctly!

Recognize Strategy conformance Target-Prioritization

Recognize deviations of the Actual -Situation  Controlling

Traceability Conflict reduction

ProjectImportance

Risk Assumption Opportunity Costs Prioritization Deficiency

Project xyAktualPriorityStrategy Conformance Matrix (SCM)Basics for the Assessment of the SCMStrategy PaperIntangible assets Business PlanProject importanceBalanced ScorecardProject Business CasesTangible assetsIAOCActual PriorityProject progresson scheduleManagementAwarenessResourceDedicationAppropriatedBudgetHow does a project xy influence the customer business?Inquiry of the strategic importance of projects(1) Balanced Scorecard with targets and measurement categoriesCustomer PerspectiveInternal Processes

Which part contributes project xy to the reduction of time and costs?

Innovation

Which innovation targets are addressed by project xy?

#CategoryIndicatorMeasurement CategoryvStrategic importance1Client StrategyCustomer count increaseNumber of new clients2Client StrategyProduct densityNumber of products per clients3Client StrategyIntensity of customer relationshipNumber of transactions per client / year4Effectiveness & EfficiencyWeb-based presencePortion of web-based processes5Effectiveness & EfficiencyProcess improvement externalPortion of swaped out process steps6Effectiveness & EfficiencyProcess improvement internalQuality- and time-saving index7Effectiveness & EfficiencyLeverage from/to other unitsLeverage Index8Accomplishments & CommunicationProvide leading instruments Platform Enhancement IndexInquiry of the strategic importance of projects (2) Pragmatical chance assessment based on BSC-IndicatorsWeight100% 10% 15% 15% 10% 10% 15% 10% 15%Chacteristics per Project and Indicator:No ImpactMinor ImpactLarge ImpactCore TargetOverview Project Portfolio (1)ProjectsProject Importance213598647ActualPriorityDeclarations:- The size of a circle constitutes the estimated project expenses (Costs and Time)- The color constitutes the affiliation of the project to a certain context.Overview Project Portfolio (2) Factual DependenciesProject Importance213598647ActualPriorityDeclarations:Connections between projects: Interdependencies and influences(red = negative, green = positive, black = neutral/not yet clear)Overview Project Portfolio (3) Personnel DependenciesProjectImportance213598647ActualPriorityDeclarations:Conflict situation between projects based on planned resourcesOverview Project Portfolio (4)Time DependenciesProjectImportance213598647ActualPriorityDeclarations:Time coherences (e.g. Completion of project 4 is prerequisite for project 5)Overview Project Portfolio (5)“Green Region” = Strategy ConformityProjectImportance213598647AktualPriority1&234’8Overview Project Portfolio (6)ArrangementsProjectImportance21351098647AktualPriorityPortfolio TargetsRecognize and assess risksData/InformationImprovement of the Risk ManagementRisk Management StrategyRisk ManagementProcessRisk MonitoringRisik and Problem ManagementThe ProcessRisk and Problem ManagementThe necessity of an assessmentP R O J E C T M A N A G E M E N T R I S K PROJECT INTEGRATION (PROJECT OFFICE)SCOPE TIMECOST QUALITYHUMAN RESOURCECOMMUNICATIONRISKPROCUREMENTP R O D U C T L I F E - C Y C L E R I S KDEVELOPMENTPLANNING & INITIATIONREQUIREMENTS ANALYSISDESIGNTESTINGIMPLEMENTATION & ROLLOUTPOST IMPLEMENTATIONP R O J E C T S U P P O R T R I S KPROGRAMME OFFICEINTEGRATION WITH COMMONBUSINESS FUNCTIONSP R O J E C T E N V I R O N M E N T R I S K STRATEGIC ALIGNMENTSTAKEHOLDERSCORPORATE CULTUREPORTFOLIO MANAGEMENTBUSINESS ENVIRONMENT (ORG)PROCESS ALIGNMENTFrequent indicators for Project risks...

Artificial pressure of time:

„Without pressure of time nothing will proceed anyways ...“

Planning is based on a perfect world:

„Key person xy was absorbed by another project ...“

„The Project members were rolled over by the day-to-day business...“

Project Management by Hope:

„There should be nothing to intervene ...“

„We do not have any time buffer ...“

„We do not have any time for a detailed planning...“

Crisis ManagementMeasure of damagesReduceAcceptInsureIgnoreControlProbability of occurrenceDevelop a Risk strategySignificance3264571LikelihoodThe basis of the Risk Management processes in a complex environmentRisk TrackingRisk MappingRisk Management ReportAktual and adopted Project plans (Aktivities, Deliverables)ObservationsInterviewsSupply object list & Milestone controlEffort ControllingStatus reports of the ProjectsCombined open issue lists on the program management levelHaving the sight on the benefitThe active dialog about the project risks improves the creation of awareness of the project members involved The established Risk-Management-Process serves as an early waring systemThrough the realization of the proposed measuresthe risks will be reduced in the appropriate mannerThe risk dialog forces the dealing with unrealistic project defaults( costs, time,resources, technical feasibility) at the management levelBasis for the cockpit-function at the project portfolio levelThe Controlling-CycleContents of the reportingPrecense oriented  aktual state of the projectLittle effort for project and portfolio managersProfessional degree of performance (percental)Accumulated Costs (nominal, percental)Combined from single project reports, concentration on the essentialPlanning deviations with rationalsOptions for problems, risiks and solutionsPlanned steps up to the next reportAgenda

Motivation and Targets

The responsibility for the project portfolio

Branches of the portfolio-management

Facilities

Abstract & critical factors for success

COMPONENTS

Organization

Plans

Controls

Stages

Management of Risk

Quality in a Project Environment

Configuration Management

Cange Control

PROCESSES

Strating Up A Project

Initiating A Project

Directing A Project

Controlling A Stage

Managing Product Delivery

Managing Stage Boundaries

Closing A Project

Planning

TECHNIQUES

Product-Based Planning

Quality Reviews

Change Control Approach

Project Filing

Plus:

Exisiting techniquesalready in use.

Business Case for the ProjectExisting Company Systems & Procedures? (ISO 9000) ?Literature reference: PRINCE 2 (Project- / Portfoliomgmt.)Central Computer and Telecommunication Agency CCTAToolsTool characteristics

Project Management Suites

Process Management Software

Schedule Management Software

Cost Management Software

Resource Management Software

Communications Mgmt. Software

Risk Management Software

But remeber:„A fool with a tool is still a fool...“Software-supported Portfolio Management:Example : IACO AssessmentEasy to generate and handle Software-supported Portfolio Management:Example : IACO Assessment cont‘dProject & process initilization anddescriptions at a glanceSoftware-supported Portfolio Management:Example : IACO Assessment cont‘dSingle sheets for each subsystemSoftware-supported Portfolio Management:Example : IACO Assessment cont‘dSee the rating and interaction for each system at ones Software-supported Portfolio Management:Example : IACO Assessment cont‘dSet your individual dependencies and seethe resulting relations without reassessmentSoftware-supported Portfolio Management:Example : IACO Assessment cont‘dHave an overview on all of your Systemsin relation to eachother12345Flow ChartDescriptionResponsibilitiesFrequencyInputOutput67812345678Support Material:Simple Process diagrams – on one page!Flow chart, supplemented with detailed descriptions, definitions of the responsibilities , Frequency, Inputs and OutputsProcess DiagramCustomer LogoAgenda

Motivation and Targets

The responsibility for the project portfolio

Branches of the portfolio-management

Facilities

Abstract & critical factors for success

Critical Success factor # 1:The „Cultur compatibility“Exaggerated FormalismPaper and Document flood, bureaucracyLittle usable content in the documentationHow do I bypass the process?ThereforeRecognize Quick wins

Align the proceedingon the currentproblem definition

Further Success FactorsManagement Commitment

Exemplify and the will for enforcement

Transparent communication as a chance

The project protfolio is of interest to all

No imaginary assessment accuracy

Most modells require information, which doesn‘t exist in reality

The courage to decide

The transparent portfolio management makes clear that some management decsicions have to be made (e.g. to cancle projects)