One

 Page  Overview  of  Project  Por1olio  Management  (PPM)  

KEY  AREAS   POINTS  TO  CONSIDER  

IMPORTANT     RIGHT  PROJECTS   WRONG  PROJECTS   DECISIONS   RIGHT  PROCESS   RIGHT  THINGS   IMPROVE  PPM  
What  are  the  “right   Is  the  organisa.on  doing   How  to  improve  investment  decision-­‐making  with   What  is  the  right  way  to   How  can  the  organisa.on   How  can  the  organisa.on  
PPM    QUESTIONS   projects”  the  organisa.on   projects  that  it  should  not   project  priori.sa.on?   do  project  porFolio   make  sure  it  is  doing   improve  its  project  
should    focus  on?   be  doing?   management?   things  right   porFolio  management?  

PROJECT   PROJECT  NAME   PROJECT  TYPE   DURATION  &  BUDGET   BUSINESS  CASE   PROJECT  COMPLEXITY   RESOURCES   DEPENDENCIES   MASTER  SCHEDULE  
Project  name  and  project   Mandatory,  regulatory,   Es.mated  dura.on  and   Business  case  (ROI)  and   Project  complexity  and   Resource  requirements   Other  project   Consolida.ng  all  projects  
INVENTORY   sponsor   maintenance,   budget  of  project   iden.fied  business   amount  of  risk  involved   (IT  and  business  capability   dependencies  and   into  a  single  master  
enhancement,  business   benefits   to  handle  new  project)   linkages   schedule  as  a  single  
growth,  innova.on   source  of  truth  

ESTABLISH  PPM   PPM  COMMITEE   PPM  REPORTING   STRATEGIC  CRITERIA   PPM  METRICS   PPM  ALIGNMENT   PPM  STRATEGY   PPM  CHARTER   PPM  PM  ARTEFACTS  
Decide  PPM  steering   Determine  PPM  repor.ng   Align  on  strategic  value   Align  on    measurement   Obtain  leadership   Decide  on  strategy  for  the   Develop  a  charter   Develop  project  mandate  
FRAMEWORK   membership   structure   criteria   and  monitoring  guidelines   agreement  on  goals  of   enterprise  PPM   document  to  launch  PPM   business  case  for  PPM  
    enterprise  PPM   project  

IMPLEMENT  PPM   TECHNOLOGY   SYSTEMS   SOFTWARE  FORMAT   TEST  PPM  REPORTING  FORMAT  
Buy  and  install  systems  for  governance  (if  required)   Decide  and  align  on  format  of  PPM  soUware  to  capture  PPM  inputs  and  outputs   Test  the  PPM  format  with  key  stakeholders  
FRAMEWORK  
  PPM  PROCESS   BUSINESS  CASE  TEMPLATE   TRANSITION  PLAN  
PROCESS  
Develop  PPM  process   Define  business  case  template   Develop  transi.on  plan  for  exis.ng  projects  in  pipeline  

PEOPLE   PPM  USER  DOCUMENTATION   PPM  COMMUNICATIONS   PPM  TRAINING  

Develop  PPM  communica.ons  plan,  PPM  user   Implement  PPM  communica.ons  plan  to  key  stakeholders   Train  key  stakeholders  on  governance  process,  
documenta.on  and  training  materials   documenta.on  and  repor.ng  

INFORMATION   PROCESS  FOR  PPM  METRICS   CONTINUOUS  IMPROVEMENT  OF  PPM  REPORTING  
Implement  roles,  responsibili.es  and  process  for  capturing  PPM  metrics   Review  and  modify  PPM  repor.ng  based  on  key  stakeholder  feedback  

KEY  STEPS  FOR   PRIORITISE   ESTABLISH  PORTFOLIO   INITIAL  PORTFOLIO   INITIAL  REPORTS   MONITORING  &   PPM  FRAMEWORK     IMPLEMENT  PPM   PPM  METRICS  
INVESTMENTS   Establish  porFolio  of   Determine  ini.al  ‘ac.ve’   Provide  ini.al  reports   REPORTING   Review  and  modify  the   Implement  opera.onal   Capture  PPM  metrics  and  
ESTABLISHING   Evaluate  and  priori.se   poten.al  investments   porFolio   Establish  regular   PPM  framework  as   PPM  framework  process   report  them  on  a  regular  
PPM  FRAMEWORK   investments   monitoring  and  repor.ng   needed  based  on  reviews   basis  

PIPELINE   WHICH  PROJECTS   STRATEGIC  PLAN   RESOURCE  MANAGEMENT   CAPACITY  PLANNING   EVALUATION    
The  determina.on  of   The  ability  to  align  the   •  The  focus  on  efficient  and  effec.ve  deployment  of  an  organisa.on’s  resources  where   Proac.ve  capacity  planning  allows  organisa.ons  to   Con.nuous  process  of  
MANAGEMENT   which  set  of  projects  in   decision-­‐making  process   and  when  needed   finalise  a  release  roadmap  that  maximises  resource   evalua.ng  an  
the  porFolio  can  be   for  es.ma.ng  and   •  These  can  include  financial  resources,  inventory,  staff,  technical  skills,  produc.on  and   u.lisa.on   organisa.on’s  resources  
executed  by  a  company   selec.ng  new  capital   design   and  performance  to  
with  finite  resources  in  a   investment  projects  with   determine  its  capacity  for  
specific  .me   the  strategic  plan   produc.on  of  work  

PPM  BENEFITS   ALIGNMENT   DEMAND  MANAGEMENT   PORTFOLIO  SELECTION   CAPACITY  PLANNING   PORTFOLIO  REPORTING   IMPROVED  VISIBILITY   RESOURCE   FINANCIAL  
Improved  alignment  with   Improved  demand   Enhanced  porFolio   More  effec.ve  capacity   More  efficient  porFolio   Improved  visibility  and   MANAGEMENT   MANAGEMENT  
business  strategy   management   selec.on   planning   repor.ng   control  with  the   Improved  resource   More  effec.ve  financial  
  organisa.on   management   management  

PROJECT  REPORTING   PROJECT  SCHEDULING   PROJECT   COLLABORATION   KNOWLEDGE  SHARING   CHANGE  MANAGEMENT   COMMUNICATIONS   RISK  MANAGEMENT  
Improved  project   Improved  project   MANAGEMENT   Improved  organisa.on   More  structured  sharing   Improved  Change   BeZer  communica.on  of   More  effec.ve  issues  and  
repor.ng   scheduling   More  effec.ve  project   collabora.on  from   of  informa.on  to  support   management   schedule  milestones   risk  management  
management   working  to  same  agenda   knowledge  sharing    
and  priori.es  

VALUE  OF  PROJECTS   RISK  MANAGEMENT   FINANCIAL  MANAGEMENT  

The  value  of  projects  can  be  demonstrated  with  the  strategic  objec.ves  and  priori.es  of   •  An  analysis  of  the  risk  sensi.vi.es  residing  within  each  project,  as  the  basis  for   •  Finance  can  improve  their  accuracy  for  es.ma.ng  and  
the  organisa.on  through  financial  controls  and  to  assess  progress  through  earned  value   determining  confidence  levels  across  the  porFolio   managing  the  financial  resources  of  projects  
and  other  project  financial  techniques   •  The  integra.on  of  cost  and  schedule  risk  management  with  techniques  for  determining   •  Projects  excluded  and  not  funded  should  have  clear  
con.ngency  and  risk  response  plans,  enable  organisa.ons  to  gain  an  objec.ve  view  of   reasons  with  future  ac.ons  recommend  either  to  
project  uncertain.es  and  to  develop  a  ‘risk  adjusted  schedule   strengthen  the  business  case  or  cancel  the  project  

©  Third  i  Consul.ng   Kigospace.com