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“The way we used to solve problems in the past is not the way that we will solve in the

future” Albert Einstein

Anton Nekic 0412 469 882 ‘Value Chain’ - http://vc3p.bizcard.mobi/.

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Setting the scene

Is PPM overheard or source of competitive advantage?

What are the current overheads around project management and PPM?

Swot Analysis –initial thoughts

PPM Predictions

Summary

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IS PPM A costly overhead or source of competitive advantage ?

– Is there an Industry problem with PMO Overhead?

– Should we think like a start up? Management of key issues/risks/ Reporting real time by exception management rather than oceans of Reports

/Governance?

CIO’s and Leaders now want a single entity that delivers the organization’s

goals.

– Companies invest heavily in projects and they do so for one compelling reason: their ability to compete might depend on it.

– The ability to compete is being solved in old ways and we continue to have same conversations hindered by poorly functioning, costly and process heavy PPM environments.

– Failure to demonstrate value relative to cost is a major reason why clients are removing incumbent IT PMO and shifting to new ways but not sure how to cut through current PMO complexity

– A shift from metrics and administration to delivery of competitive advantage and the investments of past decades will vanish.

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PPM SWOT ANALYSIS ROUND TABLE – DO WE AGREE?

Strengths

• Aligns investment with Business

Strategy

• Provides a transparent approach

• Deals with “pet projects”

• Enables a process to take

calculated risks on innovative projects

Weaknesses (perceived)

• May be seen to stifle creativity and

spontaneity

• Lost opportunities to introduce new

technology / business

• Seen as an administrative process

• Might not be agile enough to deal with

Opportunities

• Optimizes use of investment $ and

resources

• Continuous review enables

projects to be stopped if business

conditions change

Threats

• Seen as an overhead

• The players don’t adhere to decisions

made

• Risk of circumvention

• Requires senior

management understanding

– Key Predictions

– Performance management regime will be demanded and more focus on exception management of issues/risks in real time with less focus on oceans of reporting.

– Old Ways with compliance, reporting and metrics will be gone.

PMO’s that cannot demonstrate a direct line to organizational value

will be scrapped.

– Dysfunctional project steering committees will no longer be tolerated and project investment and execution failures no longer allowed. Sponsors will be held accountable.

– PPM (Software) applications that take months to years and cost millions of consulting dollars and teams of organizational change agents are at an end.

– Enabling processes for PPM such as onboarding, release of funds,

and management of unwieldy Systems will be replaced by smart

forms/business rule event engine that link project performance to

lead corporate KPIs.

– Clients will expect PPM consultants to come with methodologies and tools to not only optimize the cost of the engagement but guarantee

the outcome.

– Generalists and Consulting Companies who are taking a long winded

, process engineering approach rather than deploying exception

management sense and respond capability / Smart forms to enable

real time business performance will be seen as solving problems in

the old ways .

– Gartner has long maintained that there is a correlation between PPM

ability and project investment and execution outcomes which can

only be achieved by allowing for PPM solutions that allow for

systems of innovation rather than systems of record.

– Gartner also states that companies with a high PPM capability report a return of 25 % more , three times greater than those with low capability

Portfolio Management is a buzz word but in reality few have implemented true end to end PPM.

Business Strategy = Profitability, Revenue Growth, Industry leadership, Market Value

What, who and how to make investment decisions?

Portfolio

Management

Program Management

Which projects to select and which to

Continue to support?

How to successfully execute programs and

projects?

Project Management

Business Value

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Solution Design Principles

Business PMO not IT PMO requires a cultural change

Shift PMO away from compliance and towards value

Clients must demand more PPM consultants bring IP and experience to table.

Extending portfolio management to project teams will assist resources

understand how their efforts contribute to the overall goals of the organization.

People are most committed if they understand the value of their work and

portfolio management enables this.

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Summary

• I sit on the CIO Council and here is some feedback in terms of where the PPM

market is headed.

“Effectively we are making the individual project deliverables ‘irrelevant’, and are instead attempting

to ensure that the organization as a whole is successful.”

Input from Event Guests

• How do we get the many “Junior” but enthusiastic PMs into the fold and learn

from them?

• Weakness - To enabling processes such as OR-Boarding

• “Every project is a sub-culture of the organization”

• Opportunity - PMO has an opportunity to avoid losses through it’s

knowledge of figures

• Opportunity - Take lessons from the past but use innovative tools of the

future

• Ombudsman’s report into top 10 failures - a good read

• Sponsor with insufficient clout

• Change via a BAU threat management approach rarely works

• Opportunity - Lean reporting for lean projects

• Opportunity – “Google Days”

• Threat - Senior management apathy

• Measurement of PMO value – how?

• Unsure if people know how they add to the value of the company

• “We have known the answer for decades……”

• “Think as a start-up…take risks”

• “Don’t see the PMO strengths that often”

• PMO – Portfolio management vs project management ??

• Does PMO need to re-invent themselves ??

• Is 1 page enough?

• PM is NOT hard ??!!

• Best projects delivered by best people

• Blame culture…….

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