PPMP June 25 Webinar_Part 2 - Project Portfolio Management

Roadmap for Maturing a Portfolio
Management Organization – Part 2
June 25, 2014
Housekeeping Items
•  Everyone will be muted throughout the entire
presentation
•  You are welcome to ask questions at any time using
the chat and/or Q&A feature
•  We will have a brief Q&A session at the end of the
presentation to make sure that we answer your
questions
Agenda
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Introduction to PPMP
Our featured speaker
CWP at a glance
PMO Types, Maturity Model, Service Offerings
EPMO Value Proposition
People, Process, Technology
Challenges and Pitfalls
Implementation Approaches
Q&A and hear your experiences
PPMP Mission Statement
•  Mission: Our missing is to advance the professional acumen and
level of value contribution of the leaders of the Project and
Portfolio Management thereby raising the influence of the PPM
on IT Value Delivery in their respective organizations.
•  Purpose: Our goals are to enhance the professional capabilities
and skills of our individual members and to bring value to the
overall project portfolio management industry.
•  Who we are: PPM Professionals is a Professional Association of
project portfolio management working in multiple industries.
PPMP Governance
Steering Committee – Bay Area
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Ross Boon, Adobe
Drew Feraios, First Republic Bank
Dianne Wyllie, Brocade
Sudipto Biswas, Applied Materials
Tim Gray, Intuit
Prashanth Naidu, Hitachi Data Systems
Todd Hobert, Symantec
Steering Committee – Denver
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Dana Aesquivel, Centurylink
Fred Aesquivel, Aesquivel Associates
Ann Gallagher, Molson Coors Brewing Company
Thomas Rieck, Vail Resorts
PPMP Benefits
Networking
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Leveraging and sharing with your peers
In-person and Online
Chapter Meetings
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Assistance in Developing a Chapter in Your City
Becoming a Steering Committee Member
Events
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Attend our Annual Events
Stay in the Know of All PMO Events in your Area
Knowledge Base
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Library of Presentations, Videos, and Recordings
View Discussions from you Peers
Participate/Contribute
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Become a Guest Speaker
Become Author/Blogger/Thought Leader
Introduction to CWP
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Mission: Our mission is to foster our individual member’s learning through
the sharing of knowledge, best practices, experiences, lessons learned
and by engaging with industry experts and thought leaders.
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Purpose: Our goals are to enhance the professional capabilities and
skills of our individual members and to bring value to the overall
contingent workforce management industry.
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Who we are: CW Professionals is a Professional Association of
contingent workforce and strategic sourcing professionals working in
multiple industries.
CWP Governance
Steering Committee – Bay Area
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Mark Murphy, Agilent Technologies
Wendy Barnard, Charles Schwab
Verdis Baldridge, Kaiser Permanente
Greg Johnson, Blue Shield of CA
Janice Urban, Oracle
Steering Committee – Houston
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Holly Olszewski, BMC Software
Mike Pruente, ConocoPhilips
Kanita Harris, Halliburton
Our featured speaker today:
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Adrienne DiPaolo
Executive Director,
Portfolio Management &
Governance
Trustmark Companies
Currently Executive Director, Portfolio
Management and Governance at Trustmark.
More than 25 years of business and information
technology experience that spans a number of
industries including manufacturing, financial
services, insurance and hospitality.
Proven track record of building PMO’s from the
ground up and executing major enterprise
programs in dynamic environments.
As a seasoned senior leader, she is well versed in
project and portfolio management, system
development lifecycle, strategic and operational
planning, lean sigma, organizational change
management and compliance and governance
frameworks.
Picking up where we left off. . .
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Value Proposition
Governance Framework
Portfolio Intake and Prioritization
Resource Management
–  Maturity Model
–  Resource Management Process
Portfolio Relationships & Resource Mgmt.
Global
Portfolio
BU
Portfolio
Programs
Projects
Projects
Programs
Programs
Projects
Projects
Projects
Projects
Other
Work
Additional Impacts to Resource Management
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Define the work – how is time spent
Capturing time
Estimating and scheduling best practices
Defining resources pools/meta data
Assignment and approval process
Assessing capability and availability
Scenario modeling
Measurement
Measuring Organizational Performance
Mission/Vision/Values
Strategies (Issues & Initiatives)
Financial
Results
Customer
Satisfaction
Learning
&
Growth
Internal
Processes
Staff
Satisfaction
Community
&
Environment
Staff
Satisfaction
Community
&
Environment
Critical Success Factors
Metrics (80 or so)
KPI’s (max 10)
Financial
Results
Customer
Satisfaction
Learning
&
Growth
Internal
Processes
Desired Qualities in a Metrics Framework
Frameworks and their associated metrics should facilitate more informed decision making by
enhancing the effectiveness of the information collected and analyzed
Qualities of a Good Metrics
Framework
Qualities of Good Metrics
•  Relevance – Tie reports to what the organization is trying
to accomplish. Associated metrics connect improving
performance in areas critical to the overall strategy
•  Accurate, informative, objective, valid, and reliable
•  Number – Recommends the right number of metrics to
be meaningful and impactful for decision making many metrics programs fail because they have too
many metrics
•  Is at the appropriate level of detail for decision making
at the intended organizational level
•  Ownership & Accountability – Each metric has an owner
committed to ensuring that the goal is achieved and is
held accountable for that commitment
•  Improvement – Enables setting improvement goals in
each category of the framework used
•  Easily communicated and understood by users
•  Allows for uniform interpretation and be repeatable and
independent of the observer – applied consistently for
recording and analysis
•  Value provided by it is understood by the people who
collect it and the people who use it
•  Reinforces desired behavior, reflects process
performance, highlights opportunities for action and is
cost-effective to collect, analyze and report
Measuring Progress
Potential Service
Example Metrics/Success Criteria
Business Strategy Alignment
• # of projects aligned with key business strategies
• Project health by strategy (# or %)
Methodology and process consistency
•  % projects following approved methodologies
•  # or % of milestones or phases completed as planned
•  % projects completed on time
Collaboration and knowledge
management
•  # of best practice documents submitted to knowledge
base
•  # or % of issues resolved leveraging lessons learned
•  # of “certified” PMs or PMs trained in company process
•  Training courses delivered
•  % decrease in expenditures on contractor/outside help
Professional development
Resource management
• % improvement in resource utilization
• % improvement in employee satisfaction
Issue & Risk management
• # of issues reported; % reported issues resolved
• # of high-impact issues
• % of aged issues
EPMO Architecture
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Service/Process catalog
PPM Tool – no tool will meet all needs
Desktop Tools
Collaboration Platform
EPMO content assets (non-application knowledge,
know how, expertise)
Business
Objectives
Strategies
Increase
capability to
execute
projects/
programs and
provide
better decision
and investment
making
capability
Implementing a PMO
• Current State Assessment
• Future State Vision
• Gap Analysis
• Rock Solid Sponsorship
• Implementation Strategy
• Implementation Plan
Por.olio intake Projects/Programs Tools Process People Successful project/
program delivery;
effective realization of
business strategies
Implementation Strategy
Advanced PMO Evalua8on Base PMO • 
Standard PMO This is not a sprint – it’s a marathon
–  Pick areas that make the most sense as a foundation or starting
point
–  Like a project – you will need to gather requirements and then
design solutions
–  Implement in iterations – the future will more than likely be
different once you see what it takes to reach it and/or as the
focus or demands of the organization changes
–  Revolutionary/Wholesale
•  Higher implementation risks
•  Higher startup costs
•  May be able to demonstrate ROI quicker
•  More suitable if crisis or recognition at high level
that change is imperative
Con8nuous Improvement Implementation Plan
•  Provides a framework to make decisions and prioritize the
implementation
•  Should include
–  Scope
–  Enablers & Barriers
–  Risks
–  Statements from the Implementation Strategy (How to)
–  Approach
–  Organizational Change Management
Implementation Plan
•  Define the work streams, projects or iterations
•  Establish timeframes that include resources and
deliverables
•  Create a roadmap that includes what you want to
accomplish in the future
EPMO Challenges
PMO is seen as unresponsive or bureaucratic
Lack of executive involvement
Team does not want to adopt new methods and processes
PMO is seen as an “IT Thing”
PMO is viewed as a project plan rather than a viable, valueadding business unit
•  Lack of support (project planning; financial management;
gating, etc.)
•  Project Manager’s perspective – PMO info needs as “too high”
or “too much” - bureaucracy
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Areas to Focus on to Drive Success
•  Leadership – Internal to PMO and External (those who
benefit from PMO Services)
•  Culture
•  Customer Focus
•  Teams & People
•  Tools, Practices, Decision Making and Problem solving
approaches
•  Continuous Improvement, Process & Change
•  Performance Measures, Metrics, KPI’s
Leadership
•  Leadership needs to:
–  Set and Champion the Vision
–  Define the Responsibilities and Services of PMO
–  Sell the Value Proposition
–  Create and Enable a Culture for Success
–  Provide necessary resources & tools
–  Hold people accountable
Culture
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Fact-based decision making
Open/transparent communication
Collaboration
Strategic alignment of projects
Customer Focus
•  PMO Leadership needs to sell the value proposition of
the PMO to address stakeholder interests and needs
–  Projects delivered on time, within budget and with
high quality
–  Implementations should be cheaper, better, faster
–  Unbiased, fact based approach to project selection
and prioritization
–  Communication of status (health, investment, etc.) to
stakeholders
People & Teams
•  Define PMO’s responsibility for cross-collaboration with
the lines of business in order to gain visibility to the
desired book of work for each organization
•  Establish PMO authority over
resource management in order to
drive optimal resource utilization
Problem Solving
•  Consider developing a set of services that drive greater
reliability of project delivery
–  COE to support Business Case development and
Benefits Realization
–  Various reach out programs to drive improvements in
the practice of project management
•  Communicate PMO accountability for project
governance to drive unbiased, accurate and credible
project metrics and actionable information for good
decision making
Process Improvement
•  Utilize best practices to establish
a PM framework that focuses on
reducing risk as well as reduced PM training
•  Keep PMO processes as light as possible so that the PMO
is an enabler rather than bureaucratic – improves
adoption
•  Provide mechanism for continuous feedback loop that
will support on-going process improvement
References
•  Next Generation PMO: The Secret of a Successful
PMO, Jack S. Duggal, MBA, PMP
•  The Effective Project Portfolio Management: The
Case for Enabling PMO (White Paper
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Matthew T. Davis, PMP, MCITP
•  The Enterprise PMO: An Emerging Force in Strategy
Realization - Gartner
Make A Difference Today
THANK YOU!
Adrienne DiPaolo, Trustmark Companies
847.283.3043 | [email protected]
[email protected]
Thank You!
EVENTS:
Look forward to upcoming
events with PPMP at:
WINNER!
www.ppmprofesionals.org/events
www.ppmprofessional.org
Project Portfolio Management Professionals (PPMP)
@PPMProfessional
Project Portfolio Management Professionals
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