enterprise project management organisation – joining strategy to delivery and back again
TRANSCRIPT
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Portfolio Management SIG
AGM
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SIG established Sept 2010
Business Plan in place – many thanks to Steve Jenner
Joint 1 day session with Assurance SIG
Survey
Active blogging – and debate
Had committee Strategy workshop – themes for year ahead
Knowledge Share next week
PfM & BM session in planning
Moving forwards – all that contribute, benefit
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Proposed committee
Chairman – Matt Rawson
Committee members - Achilleas Mavrellis, Adrian Pyne, Nigel Bell, Martin Samphire, Paul Hirst, Peter Parkes, David Dunning, Stephen Parrett, Christine Rigby, Chris Beach
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Presented by David Dunning, Professional Services Director, CPS
Enterprise Project Management Organisation – joining strategy to delivery and back again. What have I got to do?”
Where does strategy come from? How might we envision the connection of strategy through to delivery of change / business as usual items, to the confirmation that strategy is being fulfilled. Assuming we have planted a seed, how might we make this grow?”
Following on from the successful event entitled “Enterprise project management organisation - What does it look like?” in January that looked at the release of MoP® and the P3O® Best Practice guidance, and the necessity in a recovering economy to focus on the right projects and programmes for scarce business resources, we turn our attention to the maturing of the enterprise project management organisation from specific components of support offices, processes and solutions, to a ‘vision’ of how we see the connection of strategy through to delivery of change and business as usual, to the confirmation that strategy is being fulfilled.
This presentation answers the question of how do I connect this all up so that we can manage changes thrown at us by our environment and- ensure the outcomes and benefits of change are reaching our vision / mission?
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• Corporate Project SolutionsEstablished 1995Fifteen years Enterprise Solutions Implementation ExperienceExperts in Portfolio, Portfolio, Programme, & Project Management Over 700 Clients
• PeopleRecruitment• Permanent• Interim positionsTraining • Maturity/Capability Assessment• Planning / Process based• Microsoft Project• EPM Administration
• ProcessP3O® Services Change ManagementP3M Consulting
• TechnologyMicrosoft Platforms• Project Server (EPM)• Project Portfolio Server• MOSS / SharePointCPS Solutions
P3O® is a Registered Trade Mark of the Office of Government Commerce.
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Introduction:
If we are to introduce change for the good – we have to attract CxO
attention and priority
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What is the Cx level interested in?• Assuming I know my strategy…• What is does my strategy mean in terms of Change? Can we
actually do it?• How much will Change cost (resource, money, risk)?• What is the value of the Change? (Benefit, revenue, saving)• What happens if something changes?• How am I assured my business system works?• How can I check that Changes are happening?• Am I realising the value of those changes?
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AgendaEnterprise Project Management Organisation – joining strategy to delivery and back again. What have I got to do?”
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Strategy – Where does it fit in?Vision
(Values, picture of future state)
Current State
Mission Strategy
BAU - Work
Programmes and Projects
Business Drivers
PipelineOutcomes /
Benefits
Strategy
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How do I connect this all up so that we can:
- manage changes thrown at us by
our environment and
- ensure the outcomes and benefits of change are reaching our vision /
mission?
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Portfolio Management
• “A portfolio is the investment in the changes required to meet strategic objectives “– P3O®
• Portfolio Management - Coordinated strategic processes and decisions to balance organisational change and business as usual
• “It is shocking that some organisations continue to waste effort and resources by delivering the wrong projects and programmes”
Portfolio Management
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Business Drivers
Pipeline
Work
Vision
Current State
Programmes and Projects
StrategyMission
Outcomes / Benefits
Consensus?
Problem areas?
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Strategy into Business DriversClear articulation of the enterprise strategy;
– Fosters executive consensus on strategic priorities– Focuses idea generation
Reduce Expense Base
Improve Employee Satisfaction
Improve Product Quality
Standardise and Streamline Processes
Increase Market Share in Existing Markets
Improve Customer Satisfaction
Expand into New Market Segments
Change Plan to Delivery
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Business Drivers
Pipeline
Work
Vision
Current State
Programmes and Projects
StrategyMission
Outcomes / BenefitsNot what
expected
Problem areas?
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Answer – P3M3 Assessment.Independent, standard, structured, informative• Using an objective standard with a consistent set of
questionnaires and scoring to determine a maturity level
• Understanding desired maturity level and what that means
• Gaining a better understanding of strengths and weaknesses to focus and prioritise improvements
• Independent verification (and certification)• Justifying investment in portfolio, programme and
project management improvements
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Business Drivers
Pipeline
Work
Vision
Current State
Programmes and Projects
StrategyMission
Outcomes / Benefits
Priorities not agreed?
Problem areas?
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Example Strategic Alignment Process
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Align Investment to Strategypriorities
UnalignedUnaligned
OptimisedOptimised
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Business Drivers
Pipeline
Work
Vision
Current State
Programmes and Projects
StrategyMission
Outcomes / Benefits
Poor control processes
Problem Areas?
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http://www.mop-officialsite.com/home/AboutMoP/About_MoP.aspx
In one single diagram?
Organisational WILL
Portfolio ProcessesStrategy
Understand Categorise
Plan
Balance
PrioritiseTrigger
Verify
Delivery Processes
ManagementControl
BenefitsManagement Financial
ManagementRisk
Management
StakeholderManagement
Governance / Compliance
ResourceManagement
Benefits
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Business Drivers
Pipeline
Work
Vision
Current State
Programmes and Projects
StrategyMission
Outcomes / Benefits
Bad Resource Management
Problem Areas?
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Mubeena (2010) Organisation Design and Structure [online] Available at: http://www.slideshare.net/mubeena/org-design [Accessed 14 April 2010]
Organisational Challenge – not a local issue
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EPM Solutions
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Re-definitions
• Resource Planning – creating a model of resource demand, maintaining it, reporting off it.
• Resource Management – using the model of resource demand in the context of emerging requirements, priority, progress and capability in order to carry out planned work.
Resource Planning Initiated
Resource Management Consolidated
Resource Management Initiated
Strategy
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Business Drivers
Pipeline
Work
Vision
Current State
Programmes and Projects
StrategyMission
Outcomes / Benefits
Not what expected
Problem Areas?
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Delivery to StrategyProject Outputs
Business Change
Side effects
Dis-benefits
Desired Outcomes
Intermediate/ End
BENEFITS
Strategic Objectives
Realise Further
Enable
Also cause
Result in
Create
Measured in
Towards one or more
Extrapolated from Managing Successful Programmes®, from the OGC
Delivery to Strategy
MSP® is a Registered Trade Mark of the Office of Government Commerce.
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Output Change Outcome Benefit Objective
Example from P3O®
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What do I need to have in place for this?
Gaps
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Org
anis
atio
n
The Answers
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Organisation Components
• Strategy Office– Do we have “bright buttons” who
can assist thought leaders with detail and analysis?
– Can we put a high level agreeable strategy in place to work around, then develop further?
– How do we publicise this?– How do we change this?
• Portfolio, Programme, Project Office– If there is no strategy, can we get
down a set of assumptions to be going on with?
– Can we supply visibility, scrutiny and oversight?
– Can we assist delivery and support?– Can we provide experts to define
how to run things?
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PxOrganisation – Now?Center of Excellence
Delivery Support
Is this one central function?Process, Standards, Tools, PM Knowledge Owner, Learning Facilitator, Best practice owner
Local support offices run from a Central ‘support’ office ?Project Start up? Planning help?Reporting? Gates? Closure?
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PxOrganisation – Next?
Delivery Support Governance
Local support offices run from a Central ‘support’ office ?Project Start up? Planning help?Reporting? Gates? Closure?
Local compliance management?Process adherence? Standards usage?Plan quality?
Center of Excellence
Is this one central function?Process, Standards, Tools, PM Knowledge Owner, Learning Facilitator, Best practice owner
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PxOrganisation – to finish…Center of Excellence
Governance
Is this one central function?Process, Standards, Tools, PM Knowledge Owner, Learning Facilitator, Best practice owner
Local support offices run from a Central ‘support’ office ?Project Start up? Planning help?Reporting? Gates? Closure?
Local compliance management?Process adherence? Standards usage?Plan quality?
Decision Support
Does this function exist?Scrutiny / OversightPriority Generation / ImplementationBusiness Perspective
Delivery Support
Project Organisation
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Org
anis
atio
n
Proc
ess
Peop
le
Tech
nolo
gy
The Answers
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What game to play?• Top Down – Strategic• Very fast or very slow• All or nothing• Dependent on the
personalities involved• Resources• Energy and drive can be
very effective• Missing out on benefits
while waiting until you get backing
• Bottom Up• Get something moving• More effort• Less effective (shoestring)• Greater penetration than
top down?• Better ‘stick’• Spending while waiting
until you get backing
How
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What does this mean?
• Can we collect enough ‘pain’?• Is this ‘pain’ to the right people?• The change road gets pretty congested at the
top!
Devise a problem statement
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Barriers• CXO agenda full
• No perceived problem
• No CXO knowledge of Portfolio Management
• Uncertainty of cost / benefit
• Culture ‘wrong’
• Wait, or make an assertion
• Gather evidence, present• Pick the right way /
moment, brief.• Seek funding to define
costs / benefits• Hmmmm! Excuse?
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What does this mean?
• Can we reach / does this come
from the right people?• Cost / Benefit?• Timing?
Establish ‘Organisational
Will’
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Answers to CXO Questions:• What is does my strategy mean in terms of
Change? Can we actually do it?
• Capture proposals, prioritise drivers, changes scored, selection made.
• How much will Change cost? • Costs and Resource pinch points captured. And Risk.
• What is the value of the Change? • Benefits captured. Options are comparable.
• What happens if something changes?
• We can see what is affected, re-prioritise, re-plan.
• How can I check that Changes are happening?
• Visible Strategy plan, connected project and programmes, assurance of processes and benefit realisation
Enabling direction, leadership and control
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What does this mean?
• If you can’t get someone senior
to ‘front’ this, how can this possibly succeed?
Appoint a Senior Responsible
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What does this mean?
• Beware the chalice of doing this in
your spare time.
Appoint a capable Programme
Manager
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What does this mean?• Increase the proportion of projects and programmesdirectly linked to the corporate strategy, saving time / resource from being spent on the ‘wrong’ stuff• Directly save costs through standard, repeatable processes and simplified cost
effective reporting• More output from resources through effective prioritisation and efficient
scheduling• Directly support measurement of project and programme benefits, maximising
what is possible and encouraging the ‘right’ projects in the first place• Initiate cost effective, consistent Governance of projects and programmes to
provide assurance of delivery quality making the decision making process more reliable
• Saving wasted resources by learning from experience and implementing changes from lessons learned.
Set the capability / benefit
expectations
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What does this mean? Map out the vision for how the
objectives can be met1
2
3
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What does this mean?
• How can we plot a journey if we
don’t know where the start point is?• P3M3 Assessment
Assess the current state of strategy
management and 'P3 organisation’
provision
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What does this mean?
• How else to establish ‘buy in’ better
than to get someone to put their hand in their pocket?
• Benefit plans• Milestones
Prepare Business Case, Programme Brief, Programme
Plan
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All together….
Establish ‘Organisational
Will’
Devise a problem statement
Appoint a Senior Responsible
Appoint a capable Programme
Manager
Set the capability / benefit
expectations
Assess the current state of strategy
management and 'P3 organisation’
provision
Map out the vision for how the
objectives can be met
Prepare Business Case, Programme Brief, Programme
Plan
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Org
anis
atio
n
Proc
ess
Peop
le
Tech
nolo
gy
The AnswersStrategy
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Thank you for listening!
[email protected] 895600 / 07767 803540LinkedInhttp://uk.linkedin.com/pub/david-dunning/3/bb9/ba7