Lektion 13 Portfolio Management
Programledelse part II
1. maj 2012
Klaus Nielsen
e-mail:[email protected]
www.itu.dk
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Agenda
I. Program Management
II. Strategic Program Management
III.Decision Management
IV. Program Governance
V. Stakeholders Management
VI. Benefits Management
VII.Portfolio Management
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Portfolio Management - What’s the
problem?
 Low perceived value
 Low correlation between
spending and business
strategy
 Not enough bang for the
buck
 Too many potential
projects chasing too few
resources
 Some projects are better
than others ie. Return on
investment, Risk ,
Efficiency & Fit with
strategy
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Nature of Portfolios
 Group of projects or programs
 Coordinated to implement
business strategy
 Can include related and unrelated
projects and programs
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Overview
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Definitions of Portfolios
A collection of projects or programs
and other work that are grouped
together to facilitate effective
management of that work to meet
strategic business objectives.
(PMI, PMBOK©)
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Definitions of Portfolios
A Portfolio is the totality of an organizations’
investment (or segment thereof) in the changes
required to achieve its strategic objectives.
Portfolio Management is a coordinated collection
of strategic processes and decisions that
together enable the most effective balance of
organizational change and ‘business as usual’.
(OGC, Prince2)
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Overview
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Overview
(PMI, PMBOK©)
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How Program Management differs
from Project Management
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Portfolio Management
IT Portfolio Management Step-by-Step: Unlocking
the Business Value of Technology, by Bryan Maizlish
and Robert Handler (2007)
Developing an IT portfolio management game plan
Planning the IT portfolio
Creating the IT portfolio
Assessing the IT portfolio
Balancing the IT portfolio
Communicating the IT portfolio
Developing and evolving IT portfolio governance and
organization
 Assessing IT portfolio management process execution
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Portfolio Management
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Exercise
Case: Københavns Kommune
Sortere disse 10 projekter i projekter, programmer og
porteføljer
1. Bedre skiltning
2. Kostberegningssystem
3. Nyt køkken på plejehjemmet Sølund
4. Borgerportal
5. Betalingsring
6. Flere parkeringspladser til elbiler i Sjællandsgade
7. Renovering af Husum skole
8. Nye mobiltelefoner til hjemmeplejen
9. E-læring på mobile telefoner
10.Nye cykelstier på Chr. Havn
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Management of Portfolios (MoP)
Portfolio management addresses the
fundamental questions:
•Are we doing the right things?
•Are we doing these things right?
•Most significantly, are we realizing
all the benefits in terms of more
effective services and efficiency
savings from the changes we are
implementing?
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Management of Portfolios (MoP)
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Five Portfolio
Management Principles (MoP)
1. Senior Management Commitment
Senior Management must publicly champion and positively communicate the value
of portfolio management whilst participating actively in the processes.
2. Governance Alignment
A clearly defined escalation and decision making structure must exist that
integrates with the existing corporate decision making processes.
3. Strategy Alignment
The portfolio must contain investments that contribute towards the achievement
of the organizations strategic objectives.
4. Portfolio Office
Reporting to Board Level, a Portfolio Office function must exist containing
PPM professionals that provide standards, analysis and enhanced collaborative
working across departments such as finance and operations.
5. Energized Change Culture
The organization has created a culture where people are motivated and striving to
do things better, they believe in the organization’s goals and feel part of one team.
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Management of Portfolios (MoP)
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Portfolio Definition Cycle(MoP)
1.Understand
An initial understanding off the portfolio scope including the change
initiatives exists or needs to exist.
2. Categorize
Organize change initiatives into groups, segments or sub-portfolios based on
the strategic objectives or other groupings as required.
3. Prioritize
Rank the change initiatives within the portfolio (or portfolio segment) based
on one or more agreed measures.
4. Balance
Ensure that the portfolio is balanced in terms of timing; contribution to
strategic objectives; business impact, risk and resource.
5. Plan
Collate information from the portfolio definition cycle and create a portfolio
strategy and delivery plan that can be agreed and published widely.
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Portfolio Delivery Cycle (MoP)
1. Management Control
Both individual and portfolio level decisions are made regarding progress against the portfolio
delivery strategy and plan.
2. Benefits Management
Clearly identify and manage the benefits being realized from the portfolio, the contribution to
operational performance and strategic objectives.
3. Financial Management
Ensure that the portfolio management processes and decisions are aligned to the financial
management cycle and that financial considerations form a key element in all decisions.
4. Risk Management
Ensure consistent and effective management of the portfolio’s exposure to risk at both individual
and collective level.
5. Stakeholder Engagement
Ensure the needs of the portfolio’s customers (both internal and external stakeholders) are
identified and managed appropriately.
6. Organizational Governance
Ensure portfolio management governance is aligned with the wider organizational governance
structure enabling clear understanding of all decisions.
7. Resource Management
Put in place mechanisms to understand and manage the amount of resources required to deliver
the changes.
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PMI Portfolio Management
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Portfolio Management
BCG matrix – How to
priorites the projects
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Portfolio Management
Appels Ipad
VHS video
Boing 737
Ecco sko
Hvor vil I placere dem i
Bostonmatricen
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Portfolio Management
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Portfolio Management
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Portfolio Management
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Portfolio Management
• Visualisering af prioriteringskriterier
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Portfolio Management
• Projekt prioritering
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Portfolio Management
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Portfolio Management – VAL IT
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Portfolio Management – Cisco Case
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Portfolio Management – Cisco Case
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Portfolio Management
• Projektweb – eks. Focal Point
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Portfolio Management
Programledelse/porteføljeledelse overvågning af
delprojekter – fokus afhænger af hvilken fase projektet
befinder sig i
Program 1/
Program 2/
Delprojekt 1
Delprojekt 2
Aktiviteter/tid
Organisation /bemanding
Økonomi /budget
Risiko
Kommunikation/
interessenter
Leverandører
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Organizational Project Management Maturity Model or OPM3 is a
globally recognized best-practice standard for assessing and
developing capabilities in Portfolio Management, Program
Management, and Project Management
“Projects help organizations deliver desired strategic
changes in a changing world”
OPM stands for Organizational Project Management,
is the basis of OPM3.
OPM is the application of knowledge, tools, and
techniques to
– portfolio management, program management, and
project
management activities in order to
– choose the projects that will advance your
organization’s strategic intent
– and to deliver those projects successfully, consistently,
and predictably.
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OPM3
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Case – Københavns Kommune
”Vi havde ikke tidligere nogen fælles projektkultur, hver
afdeling havde deres egen projektmodel og måde at styre
deres projekter på. Vi erfarerede at nogle projekter kunne
foregå i det stille og sjældent blive revurderet i forhold til
strategiske indsatsområder” fortæller Kasper Schmidt,
Kontorchef i Økonomiforvaltningen i Københavns Kommune.
”Vi har i dag en langt højere kvalitet i vores projekter og har
store forventninger om at blive endnu bedre i fremtiden”
”Der er simpelthen blevet kortere mellem direktionen og
vores medarbejdere”
”Der er ingen tvivl om at der er kommet mere styr på
projekterne - det har sparet os tid og en masse ressourcer at
implementere et system”
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Final Considerations..
Why Does Portfolio Management
Work?
Individual project business cases can
be compelling, but we need to look at
the entire portfolio pipeline to determine
the best course of action for the
company.
Even ‘‘mandatory’’ projects have options.
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Final questions?
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