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Stepping up to manage
programmes and portfolios
Harold Petersen, Director Advisory
harold.petersen@uxcconsulting.com.au
How much of the investments in IT are wasted?
A recent study conducted by The Standish Group found
that only 32 percent of all IT projects succeeded while the
remainder (68 percent) were either challenged or failed.
Large projects/initiatives not only fail more often they
deliver less. According to a McKinsey/Oxford study half of
IT Change Initiatives with budgets of over $15 million
dollars run 45% over budget, are 7% behind schedule and
deliver 56% less functionality than predicted. That means
that:
2
Why do projects and programmes fail?
3
Project Management silos
4
Align, control and optimise your portfolio of
initiatives, its deliverables outcomes and benefits
5
Agenda
o P3O - to optimise controls and capability uplift across the portfolio
o MSP - to align related projects and transformation mgt with strategy
o Applying P3O and MSP
6
Agenda
o P3O - to optimise controls and capability uplift across the portfolio
o MSP - to align related projects and transformation mgt with strategy
o Applying P3O and MSP
7
P3
Portfolio Management
Programme Management
Project Management
O
Office
P3O® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries
The P3OSwirl logo® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries
This is a Value Added product which is outside the scope of HMSO Core Licence.
Sections of the P3O® Reference Manual have been reproduced under licence from OGC
© Lucid IT Pty Ltd, 2010 - All rights reserved 8
9
P3O Manual
o Introduction
o Why have a P3O?
o What is a P3O model?
o How to implement or
o re-energize a P3O
o How to operate a P3O – tools and
techniques
o Appendices
o Glossary
o Index
9
“……a coordinated collection of strategic
processes and decisions that together enable the
most effective balance of organisational change
and business as usual/operations.”
© Crown Copyright 2008. Reproduced under Licence from OGC
10
Example portfolio
11
Example Prioritisation
Project Prioritisation Matrix
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
2
0 5 10 15 20 25 30
Complexity
AlignmentwithStrategy
Size of ‘bubble’ in this model
indicates the size of the
Investment. This could be
tailored to NPV, IRR, etc.
“Dogs”
“Hard-earned Value”
“Join the Queue”
“Low Hanging Fruit”
“No Go zone”
12
Portfolio Management Dashboard
# Projects at each stage: Not Started 3 Gate 1 2 Gate 2 2 Gate 3 1 Gate 4 2 Gate 5
# Projects at each status: Red 1 Amber 2 Green 7
Project Portfolio Investment Statistics
Total # Projects 10
Total $ Portfolio 6,345,000
Total Benefit of Portfolio 4,105,000
By Division
Division A
Total # Projects 4
Total $ Portfolio 3,000,000
Total Benefit of Portfolio 2,620,000
By Division
Division B
Total # Projects 4
Total $ Portfolio 3,250,000
Total Benefit of Portfolio 1,450,000
By Division
Division C
Total # Projects 2
Total $ Portfolio 95,000
Total Benefit of Portfolio 35,000
Project Name
Project Sponsor/
Project Manager
Approved
Budget $ Priority Category
Overall
Schedule
Budget
Risksand
Issues
Benefits
Project
StartDate
Current
Stage
Gate
Next
Stage
Gate
NextGate
DueDate
Forecast
Project
EndDate
Project
Manager
Comments
Month1
2 3 4 5 6 7 8 9 10 11 12
Business Unit 1
Project 1 Executive A 2,000,000 1 Amber 1/01/2013 1/09/2013
Manager A
Project 2 Executive A 125,000 2 Green
Manager B
Project 3 Executive B 50,000 1 Green
Manager D
Business Unit 2
Project 4 Manager E 0 0 Green
Manager F
Project 5 Manager G 0 0 Green
Manager H
Project 6 Manager I 0 0 Green
Manager J
Corporate Programme 1
Project 7 0 0 0 Green
0
Project 8 0 0 0 Green
0
Project 9 0 Green
0
Business Unit 3
Project 10 0 0 Green
0
Project 10 0 0 Green
0
Etc 0 Green
Commercial
Strategic
Commercial BAU
Commercial BAU
0
0
Compliance
0
0
0
Category
Cost Reduction
Projects by Category
Compliance
Cost Reduction
Customer Experience
Revenue Growth
Acquisition
0
1
2
3
4
5
6
7
Large Medium Small
Amber
Green
Red
#ofProjects
ProjectSize
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Div A Div B Div C
Acquisition
Revenue Growth
Customer Experience
Cost Reduction
Compliance
Mature P3Os provide
o Governance – supporting governance through scrutiny
and challenge, ensuring return on investment through
effective management of delivery and risk.
o Transparency – relevant, accurate and timely
information to support decision-making
o Delivery support – ensuring programme, project
managers and operational business managers do things
right and do them well, reducing bureaucracy and
encouraging consistency
o Reusability – embedding industry and sector best
practice and sharing lessons learned
o Traceability – history and documentation.”
14
Example High Level P3O Model
Organisation
Portfolio Office
(permanent)
Hub Portfolio /
Programme
Office
(permanent)
Hub Portfolio /
Programme
Office
(permanent)
Programme
Office
(temporary)
Project
Office
(temporary)
Centre of
Excellence
•Standards
•Skills/training
•Assurance
•Knowledge Mgmt
© Crown copyright 2008 Reproduced
under licence from OGC
15
Measures of an effective PMO
o Overall programme and project success rates in relation to capital cost,
duration, operating cost and benefits realisation for each portfolio
o Improved portfolio balance – in terms of overall risk, programme and project
lifecycles, strategic alignment and investment type
o Enhanced contribution to strategic objectives.
o Reduction in programmes and projects started for the wrong reasons –
number of projects stopped
o Predictability of delivery – % increase in number of programmes and
projects delivering to time and scope
o Predictability of cost – % decrease in cost overruns on programmes and
projects
o Reduction in overall resource costs to deliver portfolio
o Skill level assessments and job satisfaction scores
16
Agenda
o P3O - to optimise controls and capability uplift across the portfolio
o MSP - to align related projects and transformation mgt with strategy
o Applying P3O and MSP
17
The MSP manual
o Introduction and programme
management principles
o The governance themes
o The transformational flow
o Appendices
o Programme information
o Adopting MSP
o Programme Office
o Health checks
o Glossary
o Index© Crown copyright 2011 Reproduced under licence from the Cabinet Office
18
“………temporary, flexible organisations created to
co-ordinate, direct and oversee the implementation
of a set of related projects and activities in order
to deliver outcomes and benefits related to the
organisation’s strategic objectives.”
© Crown Copyright 2008. Reproduced under Licence from OGC
19
Example: ITIL/ITSM Implementation
Programme
Problem
Management
Problem
Management
Change Management
SD/Incident Management
Service Catalogue Management
Tools Implementation & Alignment
Time
Programme Management
Service Asset and Configuration Management
Release and Deployment
Management
Organisational/Cultural Change
Structural
Alignment
Request Fulfillment
Event
Management
Event
Management
Knowledge Management
Service Level Management
Strategy
Operations
Transition
Design Availability
Management
Capacity
Management
20
A programme vision and coherent target
capability
Target (post program)
Capability / Blueprint :
Processes within <organisation> to
enable the capability
Organisation, people, culture aspects
Tools/Technology/Infrastructure/Facilities
Information Streams
Operational performance of the
capability
Service portfolio and ‘customers’
Policy &
Strategic
Objectives
- 1 -
Policy &
Strategic
Objectives
- 2 -
Policy &
Strategic
Objectives
- n -
ProgramVision
21
A programme is a multi year transformation
to establish a blueprint
22
Benefits Map
Strategic
Objectives
Objective1
Objective..
Objective2
Objectiveq
Capability
Capability 1
Capability 2
Capability 3
Capability ..
Capability o
Project
Deliverables
Project 1
Project n
Project …
Project 3
Project 2
Project 4
Project 5
Benefits
Benefit 1
Benefit 2
Benefit 2
Benefit ..
Benefit P
Agenda
o P3O - to optimise controls and capability uplift across the portfolio
o MSP - to align related projects and transformation mgt with strategy
o Applying P3O and MSP
24
Example P3M3 assessment
0
1
2
3
4
5
Management
Control
Benefits
Management
Financial
Management
Risk
Management
Stakeholder
Management
Organisational
Governance
Resource
Management
Portfolio Management
Target
Maturity
25
Applying P3O and MSP
P3M3 Assessments
Project/Program
Health Checks
Accreditation Training
Awareness/Overviews
Envision P3R
Health Checks,
Governance
CSI
Design and Plan a
P3O or Programme
Transform the
PMO/P3O
Initiate Programmes
26
Stepping up to manage
programmes and portfolios
Harold Petersen, Director Advisory
harold.petersen@uxcconsulting.com.au
Thank You!

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Stepping up to manage programmes and portfolios by Mr Harold Petersen

  • 1. Stepping up to manage programmes and portfolios Harold Petersen, Director Advisory harold.petersen@uxcconsulting.com.au
  • 2. How much of the investments in IT are wasted? A recent study conducted by The Standish Group found that only 32 percent of all IT projects succeeded while the remainder (68 percent) were either challenged or failed. Large projects/initiatives not only fail more often they deliver less. According to a McKinsey/Oxford study half of IT Change Initiatives with budgets of over $15 million dollars run 45% over budget, are 7% behind schedule and deliver 56% less functionality than predicted. That means that: 2
  • 3. Why do projects and programmes fail? 3
  • 5. Align, control and optimise your portfolio of initiatives, its deliverables outcomes and benefits 5
  • 6. Agenda o P3O - to optimise controls and capability uplift across the portfolio o MSP - to align related projects and transformation mgt with strategy o Applying P3O and MSP 6
  • 7. Agenda o P3O - to optimise controls and capability uplift across the portfolio o MSP - to align related projects and transformation mgt with strategy o Applying P3O and MSP 7
  • 8. P3 Portfolio Management Programme Management Project Management O Office P3O® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries The P3OSwirl logo® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries This is a Value Added product which is outside the scope of HMSO Core Licence. Sections of the P3O® Reference Manual have been reproduced under licence from OGC © Lucid IT Pty Ltd, 2010 - All rights reserved 8
  • 9. 9 P3O Manual o Introduction o Why have a P3O? o What is a P3O model? o How to implement or o re-energize a P3O o How to operate a P3O – tools and techniques o Appendices o Glossary o Index 9
  • 10. “……a coordinated collection of strategic processes and decisions that together enable the most effective balance of organisational change and business as usual/operations.” © Crown Copyright 2008. Reproduced under Licence from OGC 10
  • 12. Example Prioritisation Project Prioritisation Matrix 0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 0 5 10 15 20 25 30 Complexity AlignmentwithStrategy Size of ‘bubble’ in this model indicates the size of the Investment. This could be tailored to NPV, IRR, etc. “Dogs” “Hard-earned Value” “Join the Queue” “Low Hanging Fruit” “No Go zone” 12
  • 13. Portfolio Management Dashboard # Projects at each stage: Not Started 3 Gate 1 2 Gate 2 2 Gate 3 1 Gate 4 2 Gate 5 # Projects at each status: Red 1 Amber 2 Green 7 Project Portfolio Investment Statistics Total # Projects 10 Total $ Portfolio 6,345,000 Total Benefit of Portfolio 4,105,000 By Division Division A Total # Projects 4 Total $ Portfolio 3,000,000 Total Benefit of Portfolio 2,620,000 By Division Division B Total # Projects 4 Total $ Portfolio 3,250,000 Total Benefit of Portfolio 1,450,000 By Division Division C Total # Projects 2 Total $ Portfolio 95,000 Total Benefit of Portfolio 35,000 Project Name Project Sponsor/ Project Manager Approved Budget $ Priority Category Overall Schedule Budget Risksand Issues Benefits Project StartDate Current Stage Gate Next Stage Gate NextGate DueDate Forecast Project EndDate Project Manager Comments Month1 2 3 4 5 6 7 8 9 10 11 12 Business Unit 1 Project 1 Executive A 2,000,000 1 Amber 1/01/2013 1/09/2013 Manager A Project 2 Executive A 125,000 2 Green Manager B Project 3 Executive B 50,000 1 Green Manager D Business Unit 2 Project 4 Manager E 0 0 Green Manager F Project 5 Manager G 0 0 Green Manager H Project 6 Manager I 0 0 Green Manager J Corporate Programme 1 Project 7 0 0 0 Green 0 Project 8 0 0 0 Green 0 Project 9 0 Green 0 Business Unit 3 Project 10 0 0 Green 0 Project 10 0 0 Green 0 Etc 0 Green Commercial Strategic Commercial BAU Commercial BAU 0 0 Compliance 0 0 0 Category Cost Reduction Projects by Category Compliance Cost Reduction Customer Experience Revenue Growth Acquisition 0 1 2 3 4 5 6 7 Large Medium Small Amber Green Red #ofProjects ProjectSize 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 Div A Div B Div C Acquisition Revenue Growth Customer Experience Cost Reduction Compliance
  • 14. Mature P3Os provide o Governance – supporting governance through scrutiny and challenge, ensuring return on investment through effective management of delivery and risk. o Transparency – relevant, accurate and timely information to support decision-making o Delivery support – ensuring programme, project managers and operational business managers do things right and do them well, reducing bureaucracy and encouraging consistency o Reusability – embedding industry and sector best practice and sharing lessons learned o Traceability – history and documentation.” 14
  • 15. Example High Level P3O Model Organisation Portfolio Office (permanent) Hub Portfolio / Programme Office (permanent) Hub Portfolio / Programme Office (permanent) Programme Office (temporary) Project Office (temporary) Centre of Excellence •Standards •Skills/training •Assurance •Knowledge Mgmt © Crown copyright 2008 Reproduced under licence from OGC 15
  • 16. Measures of an effective PMO o Overall programme and project success rates in relation to capital cost, duration, operating cost and benefits realisation for each portfolio o Improved portfolio balance – in terms of overall risk, programme and project lifecycles, strategic alignment and investment type o Enhanced contribution to strategic objectives. o Reduction in programmes and projects started for the wrong reasons – number of projects stopped o Predictability of delivery – % increase in number of programmes and projects delivering to time and scope o Predictability of cost – % decrease in cost overruns on programmes and projects o Reduction in overall resource costs to deliver portfolio o Skill level assessments and job satisfaction scores 16
  • 17. Agenda o P3O - to optimise controls and capability uplift across the portfolio o MSP - to align related projects and transformation mgt with strategy o Applying P3O and MSP 17
  • 18. The MSP manual o Introduction and programme management principles o The governance themes o The transformational flow o Appendices o Programme information o Adopting MSP o Programme Office o Health checks o Glossary o Index© Crown copyright 2011 Reproduced under licence from the Cabinet Office 18
  • 19. “………temporary, flexible organisations created to co-ordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation’s strategic objectives.” © Crown Copyright 2008. Reproduced under Licence from OGC 19
  • 20. Example: ITIL/ITSM Implementation Programme Problem Management Problem Management Change Management SD/Incident Management Service Catalogue Management Tools Implementation & Alignment Time Programme Management Service Asset and Configuration Management Release and Deployment Management Organisational/Cultural Change Structural Alignment Request Fulfillment Event Management Event Management Knowledge Management Service Level Management Strategy Operations Transition Design Availability Management Capacity Management 20
  • 21. A programme vision and coherent target capability Target (post program) Capability / Blueprint : Processes within <organisation> to enable the capability Organisation, people, culture aspects Tools/Technology/Infrastructure/Facilities Information Streams Operational performance of the capability Service portfolio and ‘customers’ Policy & Strategic Objectives - 1 - Policy & Strategic Objectives - 2 - Policy & Strategic Objectives - n - ProgramVision 21
  • 22. A programme is a multi year transformation to establish a blueprint 22
  • 23. Benefits Map Strategic Objectives Objective1 Objective.. Objective2 Objectiveq Capability Capability 1 Capability 2 Capability 3 Capability .. Capability o Project Deliverables Project 1 Project n Project … Project 3 Project 2 Project 4 Project 5 Benefits Benefit 1 Benefit 2 Benefit 2 Benefit .. Benefit P
  • 24. Agenda o P3O - to optimise controls and capability uplift across the portfolio o MSP - to align related projects and transformation mgt with strategy o Applying P3O and MSP 24
  • 26. Applying P3O and MSP P3M3 Assessments Project/Program Health Checks Accreditation Training Awareness/Overviews Envision P3R Health Checks, Governance CSI Design and Plan a P3O or Programme Transform the PMO/P3O Initiate Programmes 26
  • 27. Stepping up to manage programmes and portfolios Harold Petersen, Director Advisory harold.petersen@uxcconsulting.com.au Thank You!