Project Portfolio Management

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. ASEAN ARCHITECS AND ENGINEERS ORG. External and Internal Forces MRA and AAC Secretariatunique development IDB IMF APEC ???? ???? ???? Harmonization program? World Bank ???? Stated owned corporation relationship in ACEPECC ADB AA Process to accept the foreign PE PEEP STRONG AND SOLID ASEAN ARCHITECTS AND ENGINEERS MRA Building code among asean countries PPP within Asean Knowledge sharing ? Project Funding? MRA and AAC Secretariat ? pilot project in each Member State National certification Develop approach to establish MRA Liberalization of engineering services ? Different developments plan Different mission Different code Different ???? Different ???? Different ????

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

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

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

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

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

11. Vision/Strategic Intent Value Proposition Business Model Business Architecture Process Organization Technology 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?

12. Vision/Strategic Intent Value Proposition Business Model Business Architecture Process Organization Technology ASEAN ARCHITECTS AND ENGINEERS PPM FRAMEWORK 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?

13. Vision/Strategic Intent Value Proposition Business Model Business Architecture Process Organization Technology ASEAN ARCHITECTS AND ENGINEERS PPM FRAMEWORK 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?

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