1. Project Portfolio Management Project Portfolio Management for Asean Architects and Engineers presented by: Rahayu S. Arifin Indonesian Society of Project Management Proffesional

2. Background: Based on previous round table discussions we found out that many initiatives should be gathered or considered within ASEAN ARCHITECTS AND ENGINEERS ORGANIZATION Every country is a unique. They have own building codes, regulation, process, certifications, etc. Every country has own priority in phasing development. Every country has different maturity level, some has worldwide capabilities level, some still developing national certification, some is still in the middle of process to establish national certification, some concentrate on fresh graduate capabilities development program, etc.

3. MRA and AAC Secretariatunique development AA PEEP MRA Knowledge sharing ? Stated owned corporation relationship in ACEPECC PPP within Asean Project Funding? Harmoni zation program ? MRA and AAC Secretaria t ? Process to accept the foreign PE pilot project in each Member State National certification Building code among asean countries Develop approach to establish MRA Liberalizatio n of engineering services ? World Bank ADB IDB APEC ???? IMF ???? Different mission Different developm ents plan Different code Different ???? STRONGANDSOLID ASEAN ASEANARCHITECTSANDENGINEERS ASEAN ARCHITECS AND ENGINEERS ORG. External and Internal Forces

4. Which one ? Working on all projects at the time Working on projects which have apropriate resources This leads to seizures, delays, insufficient resources, collisions, move nowhere Preffered way, leads to better timing in general, could prevent teams from overloading

5. Formal Acceptance Completion Report Gate 4 Presentation Strategic Benefit Financial Benefit Project Timing Project Risk Project Integration Open Plan Schedule Project Status Risk and Issue Log Mitigation Plans Change Request Phases Decisions Gates Execute/Control IdeaPlanning Proceed as a Pending Project Sponsor Acceptance Closing Documents Completed Authorize Project Commit Resources Project Initiation Project Performance: Resource Forecasts Approve Closure Project Planning Project Management Deliverables Portfolio Criteria Project Monitoring and Control Project Proposal Form Gate 1 Presentation Business Requirements Project Benefits Impact Assessment Business Case Project Charter Risk and Issue Log Communication Plan Gate 2 Presentation 2 1 Close 4 Approve Implementation 3 Decision Gate Example: PORTFOLIO MANAGEMENT CRITERIA DOING THE RIGHT WORK PROJECT MANAGEMENT DELIVERABLES DOING THE WORK RIGHT

6. Project Portfolio Management The objective of PPM is to create the mix of projects most likely to support the achievement of the organization's goals, aligned with the preferred strategies, and within the organization's resource (people and funding) constraints

7. Alignment with Business Objectives Integrated Delivery Framework Real-time Executive Decision Support Collaboration and Project Management Portfolio Management Investment, Resource and Prioritization Decisions Integrated Portfolio of Managed Projects Consistent, Repeatable Project Delivery Enterprise Resource Management Tools, Technology, Training and Knowledge Transfer Programs, Initiatives Business Strategy Projects Portfolio Management: Aligning Initiatives To Strategy

8. Project Portfolio Management 1. Identification of needs and opportunities 2. Selection of best combinations of projects (the portfolios) 3. Planning and execution of the projects (project management) 4. Deliverables launch 5.Realization of benefits

9. Evaluation (cont.) Filter and Valve Funded Projects Decision gates also control the flow of incoming projects and protect the portfolio from being overloaded. STRATEGIC CRITERIA Proposed Projects “Project Parking Lot” START Gate 1 Gate 2 Decision gates screen out misaligned projects from the portfolio. Initiatives Selection Approach

10. Project Portfolio Management Implementation Strategy to set up ASEAN ARCHITECTS AND ENGINEERS Project Portfolio Management

11. ASEAN ARCHITECTS AND ENGINEERS PPM FRAMEWORK Definition Who do ASEAN ARCHITECTS AND ENGINEERS want to be? How are ASEAN ARCHITECTS AND ENGINEERS positioned in their stakeholders? How is ASEAN ARCHITECTS AND ENGINEERS offering unique in the marketplace? How do we differentiate ASEAN ARCHITECTS AND ENGINEERS from the other organizations? Business Architecture ProcessOrganizationTechnology Vision/Strategic Intent Value Proposition Business Model

12. Definition What is ASEAN ARCHITECTS AND ENGINEERS offering? Who are ASEAN ARCHITECTS AND ENGINEERS offering it to? How will ASEAN ARCHITECTS AND ENGINEERS deliver it? What are the critical capabilities required? How will ASEAN ARCHITECTS AND ENGINEERS secure those capabilities? Business Architecture ProcessOrganizationTechnology Vision/Strategic Intent Value Proposition Business Model ASEAN ARCHITECTS AND ENGINEERS PPM FRAMEWORK

13. Definition What processes do ASEAN ARCHITECTS AND ENGINEERS need to support the business model? What ASEAN ARCHITECTS AND ENGINEERS organization functions are required to support that processes? What technology characteristics are required to run that processes? Business Architecture ProcessOrganizationTechnology Vision/Strategic Intent Value Proposition Business Model ASEAN ARCHITECTS AND ENGINEERS PPM FRAMEWORK

14. Questions? Questions and Answer www.iampi.org THANK YOU