3Project Management from an Organisational point of view DefinitionsProject Portfolio ManagementProject portfolio management organizes a series of programmes and projects into a single portfolio consisting of reports that capture project objectives, costs, timelines, resources, risks and other critical factors.Executives can regularly review entire portfolios, spread resources appropriately and adjust projects to produce the highest departmental returns.Programme ManagementThe process of managing multiple projects on an ongoing basis.Project ManagementThe discipline of defining and achieving targets while optimizing the use of resources (time, money, people, space, etc).Companies use projects for:Improving Efficiency & Margins (i.e. Cost Reduction, ..)Increase Revenues (i.e. New products, …)Growing the Business (i.e. M&A, …)….Project Management from an Organisational point of viewMaturity 4 & 5Maturity 3Maturity1 & 2
4Definitions Project Management Maturity Predictability, effectiveness and control of an organization's project management processes believed to improve as the organisation moves up these five levels:Level 1 – Unreliable ProcessesNo rules. Little organisational support. Success depends on the skills of individual peopleLevel 2 – Informal ProcessesLack of standards. Implementation differs from project to project within the organisation.Level 3 – Standardised ProcessesSame rules and methods for project management. Most projects use them. Management support.Level 4 – Monitored ProcessesIntegrated project life cycle. Methodology used company-wide. Management monitors.Level 5 – Optimised ProcessesRegular analysis and optimisation of project management practice. Projects support strategic plan."We are what we repeatedly do. Excellence, then, is not an act, but a habit."Aristotle ( BC)
5DefinitionsOrganisations should be aware that when talking about Strategic Planning, Investment Appraisal, Capital Budgeting, New Product Development, Organisational Change, Mergers and Acquisitions, Outsourcing, etc., they are in fact talking about initiatives that translate into, and are executed through, projects.Top and Senior Management should therefore understand that project management is a key strategic tool to drive these initiatives and to reap their business benefits.Those organisations that understand the vital importance of excelling at project management, and act upon it, will undoubtedly outperform the competition.
6Project Portfolio Management The PPM is a strategically critical and high profile program of projects,Focusing on value generation through benefits planning an realizationCreating a powerful partnership by combining methodologies, experience and expertise with the best from any entityProviding a core team of highly experienced and ensuring that relevant specialists are available to advise on complex or specialist mattersProactive knowledge transfer on the job and through learning events
7Project Portfolio Management Key Challenges Changes to the reporting model – business applications requirements, systems, applications support and developmentBetter understanding of successful project driversComparison of project success rates and practices with other entitiesInsights into how they can improve their track record of success with business projectsAssessments of current major programmes and associated risksAdvice on how to ensure current major programmes deliver to expectationsA route map for developing leadership in business project and programme managementClarity and genuine buy-in from key business IT stakeholders
8Project Portfolio Management Key Challenges Simplifying the IT organizational structureUnderstanding what the business wants from ITUnderstanding of the organizational structure of the business areas that IT has to supportUnderstanding the technology and systems architecture and how IT supports the businessThe cost reduction projects – data centre consolidation, reduction in maintenance spendA quite detailed understanding of the current cost base is required before targeted reductions can be effectiveThere is a risk unless this accurate information is available, reductions may not focus on the areas that currently consume the greatest proportion of costs.
9Project office key challenges Providing methodologies, supporting tools and techniques that can be implemented quickly and bring resultsNot changing for change’s sake. Keeping what words and developing only the bits that need to beEnsuring the up-skilling of the different teamsFocus on benefits realization
10Project office benefits Best practicesReusability of software componentsMarket XBRL software tools knowledgeLesson learnedUpdate XBRL knowledgeCommunication management with International XBRL stakeholdersReduce taxonomy development cycleXBRL methodologies and techniquesCustomized XBRL training programsBetter alignment between business & project objectivesReduce reworking costsReduce time to marketDo more projects with lessIncrease project performanceIncrease quality
11Project office benefits Independent perspective on project progressImproved executive-level informationFaster issue resolution and risk mitigationReduced risk of substantial cost/time overruns and failure to deliver expected business benefitsImproved project consistency and controlsIncrease customer satisfactionOptimize the use of resources and budgetsIncrease staff motivation
12Project office key functions and key top management levers Tools to support the key functionsResource schedulingInter-project dependency mapping and trackingForward view of assignment and utilizationHigh level delivery planMilestone trackingBenefits trackingEstimatingThe key top management leversStrategic clarityProjects understandingPerformance measuresAccountability modelBehavioural patternsQuality of informationProject process standards (inc methods & tools)Resourcing policiesPeople practicesReward structuresContinuous improvement programmesIndependent assurance
13Functional Project Office Model Project Office ManagementAdministrationPlanning & StrategyStrategy MaintenanceXBRL Strategy PlanSchedule PlanningOffering ManagementOpportunities ManagementCompetitive BenchmarkingMarket Requirements IdentificationViability AnalysisXBRL International CollaborationCOREP Working Group CollaborationCommunication Plan ExecutionProgram ManagementProject CoordinationControl & MonitoringRisk ManagementIncidences ManagementChanges ManagementQuality ManagementGeneric XBRL Program CoordinationBudgetingProgram Budget DefinitionProgram Budgeting ControlPerformance Measureand AssuranceProject MeasurementXBRL Projects PKI Performance metrics Definitions.Monitoring and Publication.Quality AssuranceProcess enhancement and definition.Training and DevelopmentTrainingTraining Planning and Training Program DesignTraining Program ExecutionDevelopmentDesign Key points identification and definition.Procedure and best practices Implementation DefinitionXBRL Technologic ManagementTechnologic AlliancesTaxonomies ManagementInternal Taxonomies DesignTaxonomies XBRL Working Groups CollaborationXBRL Taxonomies Repository ManagementTaxonomies CentralizationTaxonomies DistributionTaxonomies Versioning
14Resources Chart Direction Project Office Manager Quality Ctrl. Expert Development & Implementation TeamManagerQuality Ctrl. ExpertProject Office
15Resources ChartDirectionProject OfficeProject 1Project 2Project n
16Resources Chart Direction Common Alternatives Specific Common Manager Project OfficeManagerSpecificCommonQuality Ctrl. ExpertDevelopment & Implementation Team