This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here bit.ly/1blJSkE or purchase the DVD collection http://bit.ly/1fZ9Yc0

1. Managing Portfolios
The most broken function in businesses today
Guy Grindborg PMP, MoP
guy.grindborg@iil.com
©2013 International Institute for Learning, Inc., All rights reserved.

2. More than US$ 1.7 Billion wasted
in 134 UK Companies in 2002
From an Article in: http://www.theregister.co.uk/2002/11/26/it_project_failure_is_rampant/

3. Key message:
Need to better control organization’s project and program portfolio
Outline five steps in Defining a Portfolio
and connecting this to project and program lifecycle management

4. Outline:
This presentation covers
Management commitment
Models
Portfolio definition
Portfolio delivery
PMO Support
A call to action

5. Management Commitment
Champion needed at executive level
Business case
Pays for itself
Show executives benefits to them
Realize Strategic objectives
Better control investments

6. Models
Definition
Focus on Cabinet Office and PMI®
Delivery
Cabinet Office UK
Definition
Delivery
Define
PMI®
Define
Align
Authorize
Auth.
Align
Adapted from PMI® and the UK Cabinet Office

7. Portfolio definition (Practical)
Five Steps
Identify all ongoing or ready to start initiatives (Understand)
Categorize (Business lines, Products, Customers)
Prioritize (See next slide)
Balance (Resources)
Plan (1, 3 , 5 years)
Feeds into Delivery
Adapted from the UK Cabinet Office
Definition

8. Portfolio definition (Practical)
Prioritize
Use Multi-criteria analysis
Financial alone can’t cover all situations
Develop a consistent criteria for each category
Adapted from the UK Cabinet Office
Definition

9. Portfolio definition (Practical)
Resources
Intricate part of portfolio management
Use where priority is high
Definition
“Zero based planning”
Best effort “below the line”
Adapted from the UK Cabinet Office

10. Portfolio Delivery (Practical)
Aligned with Project and Program lifecycles
Gating is managed at Program and Portfolio level
Initiatives are provided stage gate funding
(See next slide)
Continuous re-prioritization of the portfolio
(1-3 month)
Executives provided monthly data
Feeds back into Definition
Adapted from the UK Cabinet Office

11. Portfolio Delivery (Practical)
Stage Gate Funding
A key concept where funding for an initiative
is released at the Gate when the initiative
is considered still to be viable
Adapted from the UK Cabinet Office

12. PMO Support
Typical tasks performed by PMO in support of portfolio management
Inventory (Identify/Understand)
Plan portfolio
Monitor and report performance
Suggest changes

13. Call to action
If you experience resource shortage on a regular basis
Make your executives and colleagues aware of the need for Project and
Program Governance
Alignment with strategic objectives
Best use of available resources
Sell them on the idea that implementing Portfolio Management will give
them control of on-going initiatives
and improve the bottom line dramatically…

14. Questions?

15. Intelligence – Integrity – Innovation
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