ONTONIX ePMO Risk Governance PMI Chapter Paris

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©Copyright2005-2013,OntonixS.r.l.Allrightsreserved.NopartofthisdocumentmaybereproducedwithoutthewrittenconsentofOntonixS.r.l.
Complexity X Uncertainty = Fragility
Project & Portfolio Risk
Management with ONTONIX
11 July 2013
Comment améliorer le management des risques en
couplant le PMBOK à l’analyse dynamique et
asymétrique des données
Agenda
• Complexity, PMO (PBMO)
• Project (temporary) vs. Business Operations
• Project Program & Portfolio
• Risks (Uncertainties, Positive & Negative)
• PMBOK Risk Management Processes +
Ontonix Tools
• KPI (Project & Operation)
• Lessons Learnt
3June 13, 2013 (C) ONTONIX

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2
Complexity X Uncertainty = FragilityComplexity X Uncertainty = Fragility
Best Practice Enterprise Model ?
TheTheTheThe PerfectPerfectPerfectPerfect Model ?Model ?Model ?Model ?
Executive “Myopia” is
a key issue in failed
(30%) and under
performing (40%)
projects
PMO Problems:
No automated
measurement of risk,
ROI and executive
opportunity / visibility
4(C) ONTONIX
5
PBM House of Excellence
All Seven Eight
Components
are required to create
a
successful and
sustainable executive
PBM Organization
© 2012-13 DLB Associates, LLC and DGHubbard Enterprises, LLC– All Rights Reserved 5(C) ONTONIX
© 2012-13 DLB Associates, LLC and DGHubbard Enterprises, LLC– All Rights Reserved

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3
Innovation / New Opportunity Matrix
ExistingExistingExistingExisting NewNewNewNew
NewNewNewNew
Markets/Segments/SectorsMarkets/Segments/SectorsMarkets/Segments/SectorsMarkets/Segments/Sectors
ExistingExistingExistingExisting
Products/Services/TechnologyProducts/Services/TechnologyProducts/Services/TechnologyProducts/Services/Technology
YourYourYourYour
OrgOrgOrgOrg
todaytodaytodaytoday
Complexity
inevitably grows
over time and
must be managed
so as to
guarantee agility
and flexibility
6(C) ONTONIX
PBM Market Research for PMI about PMO
• No clear consensus of what constitutes a PMO
• Lack of executive support, and focused purpose
• Lack of consensus as to the value (50% are
valued – rest are being challenged)
• PMO is isolated entity, not an integral part of
organization’s PM practice, and majority are
stand-alone
• Lack of training of executive sponsors and
functional managers
Dr. Brian Hobbs -- 2007 White Paper: “The Multi-Project PMO: A
Global Analysis of the Current State of Practice.”
© 2012-13 DLB Associates, LLC and DG Hubbard Enterprises, LLC– All Rights Reserved

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4
Risk Interrelations
ProcurementProcurementProcurementProcurement
TimeTimeTimeTime
CostCostCostCost
IntegrationIntegrationIntegrationIntegration
CommunicationsCommunicationsCommunicationsCommunications
ContentContentContentContent
RisksRisksRisksRisks QualityQualityQualityQuality
8
PMBOK
Domain
The Big
Complexity
Picture
(C) ONTONIX
project
project
project
project
PROJECT
Program
Portfolio
Program
Getting the Big Picture
3
5
5
project
project
1
4
1
2
2
3
3
4
5

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Process flow
Risk Management Plan
Risk Register
(Data definitions)
Complexity &
vulnerability analysis
Plan Risk
Management
Planning
Monitoring &
Controlling
Identify Risk
Perform
Quantitative Risk
Analysis
Plan Risk Response
Planning
Perform
Qualitative Risk
Analysis
Monitoring and Control
Risk
Context analysis (What)
10(C) ONTONIX
Some Ontonix References

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6
Value Chain Modelling
Strategy Formulation
Scenario Modelling
Business Plan Creation
Project Portfolio
Organisational Design
Performance Optimisation
IT Infrastructure
Supply Chain
Global Economy
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
Multiple but independent sources of informationInformation sources are linked but number of dependencies is moderateInformation sources are highly dependentInformation sources are highly dependent and uncertain
14(C) ONTONIX
Complexity Management
Process by ONTONIX
18(C) ONTONIX

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© Copyright 2005-2013, Ontonix S.r.l. All rights reserved. No part of this document may be reproduced without the written consent of Ontonix S.r.l.
ComplexityXUncertainty=FragilityComplexityXUncertainty=Fragility
GANTT
ComplexityProfile
ProcessMap
ProjectRating
ProjectComplexityProfiling
ExampleofaComplexityProfileofaproject
Theparameterswhichimpacttheprofitabilityandexposureoftheprojectslieatthetopof
theComplexityProfile.
€
20(C)ONTONIX

22/07/2013
8
ITIT
ProductionProduction
BusinessBusiness
ProcessProcess
ePMOePMO
‘PBM Office’‘PBM Office’
PMBOKPMBOK
The Winners are :
1. Employees
2. Stakeholders
3. Shareholders
4. Clients, Suppliers
Excessive Complexity
Reduces Profits &
Employee Moral =>
Monitor & Manage
Project Complexity
24
Conclusion: Complexity = New PMO KPI
(C) ONTONIX
Our Published Books
Computational Stochastic Mechanics
in a Meta-Computing Perspective.
1997
Theory of Eigenvalue
Orbits.1998
Principles of Simulation-Based
Computer-Aided Engineering.
1999
Beyond Optimization in
Computer-Aided Engineering.
2002
Practical Complexity
Management. 2009
Application Strategies of Robust
Design and Complexity Management
in Engineering. 2009. Co-author Dr.
H. Sippel
A New Theory of Risk
and Rating. 2010
25(C) ONTONIX

22/07/2013
9
OurValueAddPartnerBooks
http://www.pbmconcepts.com/
Volumediscount:ContactKNLPartners:http://www.knl-partners.com
26(C)ONTONIX
ComplexityXUncertainty=Fragility
ThankYou&Questions?
AlexanderKOPRIWA
VPInternationalDevelopment
e-mail:alexander@ontonix.com
www.ontonix.com
ComplexityNewsLettere-mailto:info@ontonix.com
27(C)ONTONIX

ONTONIX ePMO Risk Governance PMI Chapter Paris

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ONTONIX ePMO Risk Governance PMI Chapter Paris