axelos best practice ppm portfolio - difi · axelos best practice ppm portfolio. agenda • ogc to...
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AXELOS.com
COMMERCIAL IN CONFIDENCE
COMMERCIAL IN CONFIDENCE
2nd May 2016
AXELOS Best Practice PPM Portfolio
Agenda
• OGC to AXELOS • Portfolio overview• PRINCE2 usage
• Exam data analysis• Research findings:
• PRINCE2• Agile
• Case Studies• Q&A (10 mins)
COMMERCIAL IN CONFIDENCE
COMMERCIAL IN CONFIDENCE
OGC to Cabinet Office to AXELOS
Cabinet Office
TSO APMG Single EI
ATOs
End Users
AXELOSCapita 51%,
Cabinet Office 49%
TSO Multiple EIs
ATOs
End Users
COMMERCIAL IN CONFIDENCE
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Global growth PRINCE2
0
20000
40000
60000
80000
100000
120000
140000
160000
180000
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
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PRINCE2 Global Adoption
272,000+
17,500+39,000+
30,000+
5,500+
Combined PPM exam figures in 2014 and 2015
Why do people get certified?
0,0% 5,0% 10,0% 15,0% 20,0% 25,0% 30,0% 35,0% 40,0% 45,0%
RoW
Top 5 PRINCE2 Countries
RoW
Top 5 PRINCE2 Countries
RoW
Top 5 PRINCE2 Countries
RoW
Top 5 PRINCE2 Countries
RoW
Top 5 PRINCE2 Countries
RoW
Top 5 PRINCE2 Countries
RoW
Top 5 PRINCE2 Countries
Ski
llsde
velo
pme
nt
Car
eer
prog
ress
ion
Req
uire
me
nt a
s pa
rtof
my
role
Car
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obch
ange
Man
date
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niza
tion
Rec
omm
end
ed b
y a
colle
ague
/pe
er
Oth
er(p
leas
esp
ecify
)
What job roles take PRINCE2?
0,0% 5,0% 10,0% 15,0% 20,0% 25,0% 30,0% 35,0% 40,0%
Legal
Finance
Accounting
HR
Sales
Marketing
Product Management
Business Development
Engineering
Operations
Other
Senior Management
IT
Consultant
Project/Programme/Portfolio Management
No12 %
Not sure3 %
Partly28 %
Yes57 %
Consultants
Value of PRINCE2 to role by job function
No10 %
Not sure2 %
Partly40 %
Yes48%
IT
No15 %
Partly44%
Yes41 %
Operations
No11 %
Not sure2 %
Partly26 %
Yes61 %
Project/Programme/Portfolio Management
No9 %
Not sure9 %
Partly33 %
Yes49 %
Senior Management
No20 %
Not sure6 %
Partly28 %
Yes46 %
Other Responses
Level of Adoption by Industry
2,00
2,10
2,20
2,30
2,40
2,50
2,60
2,70
2,80
2,90
3,00
Business andsupport services
Financialservices
Informationtechnology
Professionalservices
Public servicesand admin
Telecommunications
Level of Adoption by Organization Size
2,00
2,10
2,20
2,30
2,40
2,50
2,60
2,70
2,80
2,90
3,00
0-99 100-499 500-1499 1500+
Agile: Individuals Value vs. Organizations Appetite by industry
2,00
2,20
2,40
2,60
2,80
3,00
3,20
3,40
3,60
3,80
4,00
Business andsupport services
Financialservices
Informationtechnology
Professionalservices
Public servicesand admin
Telecoms
OrganizationsAppetite Avg.Individual Average(adjusted scale)
Average
37.1%difference
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FES and PRINCE2
• Problem statement control of project within a portfolio
• Solution implement a P3O using PRINCE2
• Embedding a tailored project management method
• Gave a project portfolio and prioritisation criteria
• Better use of scarce resources• Improved transparency across
projects• Improved project integration
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Scheidt and Bachmann and PRINCE2
• Design, and produce new ticket machines with non-negotiable delivery date
• Contributors to project success– Controlled initiation gave common
understanding– Robust communications strategy– Robust risk management– Formalised work packages and
agreement on deliverables– Robust configuration
management– Scorecard reporting– Issue management to support
decision making and prioritisation
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Konica Minolta and PRINCE2
• Three tiered approach– Awareness – for all– PRINCE2 foundation – those
working on projects– PRINCE2 practitioner – project
managers• Improved project start up
– Projects with defined CSF rose from 45% to 100% in a year
– Improved project delivery from 23% to 90%
– Increased pool of trained project managers
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Department of Parliamentary Service and PRINCE2
• Fused three separate departments together
• Implemented PRINCE2 as single project approach
– Common ways of working• Increased individual awareness
– Roles and responsibilities• Governance principles that
supported decision making• More effective stakeholder
management• Improved options appraisal
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Port of Rotterdam and PRINCE2
• Extension to the port of Rotterdam– Land reclamation– Port infrastructure– Cost €2.6B, 3.5 years, 20,000
people• PRINCE2 project governance
– Kept project on time and to budget
Hans SMITCEO
Port of Rotterdam
‘The project governance was one of the key factors for the success of the project. After three-and-a-half years of hard work, the seawall closure is a milestone in Dutch history. The sea defence surrounding Maasvlakte 2 is closed and will protect 2,000 hectares of new Holland.’
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GDF Suez and best practice
• New company needing to separate BAUand projects
• Developed portfolio of existing initiatives• Developed a tailored project lifecycle using
PRINCE2, MSP, MoP, MoR, P3O and ITIL• Trained and supported users• Improved project start up and resource
allocation• Reduced slippage• Increased confidence
• Advice for someone doing this:“Cherry-pick what is appropriate for your environment – adopt and adapt. There is no one framework which is a silver bullet. Put the parts together and you have a powerful formula.”
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BT Design and Moorhouse Consulting
• Rationalisation of disparate and legacy systems
– P30 essential to implement portfolio management approach
– Required collaboration to harness organisational energy to drive through change
– Consistent approach, visibility and balance in the portfolio was hugely valuable.
– Highlighted which decisions could and couldn’t be made
– Early success drew in other projects (scope creep?)
– No place to hide!
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DECC and P3M3
• DECC were concerned that– updates could negate
improvements made to date– Inclusion of new topics make levels
fundamentally more difficult• However they found there was
– Less impact on department– Improvements made in other areas
not previous test boosted their P3M3 score
– Improved detail allowed for great prioritisation within the departmental improvement plan
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London Underground and P3M3
• Followed collapse of Metronet need to in-house project management
• Annual spend more than £1.4B• Common language• Single project management
framework• Embedded into business sponsors
close to critical stakeholders• Level 1 to Level 3 took 3.5 years• Saved £422M
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