slide1 n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Portfolio Management Breakthroughs PowerPoint Presentation
Download Presentation
Portfolio Management Breakthroughs

Loading in 2 Seconds...

play fullscreen
1 / 25

Portfolio Management Breakthroughs - PowerPoint PPT Presentation


  • 195 Views
  • Uploaded on

Portfolio Management Breakthroughs. Shelley Gaddie President Project Corps Pacific Northwest Portfolio Management Roundtable November 07, 2006. v i s i o n ACCOMPLISHED ™. The Enterprise Framework. External Assessment. Goals. A continual flow of planning and execution

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Portfolio Management Breakthroughs' - shea-mcconnell


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide1

Portfolio Management Breakthroughs

Shelley Gaddie

President

Project Corps

Pacific Northwest Portfolio Management Roundtable

November 07, 2006

v i s i o nACCOMPLISHED™

slide2

The Enterprise Framework

External

Assessment

Goals

A continual flow of

planning and execution

processes that support

ongoing:

  • shifts for customer and marketplace driven changes.
  • analysis of progress against goals and objectives.
  • incorporation of improvements based upon lessons learned.

Strategy

Initiatives

Strategy

Objectives

Internal Assessment

Programs & Projects

Business Case

Ongoing Metrics

Analysis

Enterprise

Governance

Approval

Lessons Learned

Prioritization

Implement

Initiate

Project

Delivery

Validate

Analyze

Build

Design

in theory it s simple but
In Theory it’s Simple but…

…executive planning processes often

stop short of providing the clarity

required to execute effectively.

Portfolio Management

Strategy

… program management

organizations build project tracking

systems rather than management

decision making support systems.

Program Management

Enterprise

Governance

…project teams focus on timely, on

budget delivery at the expense of

market and customer priorities,

quality and outcomes.

Project Management

Project

Delivery

the principles
The Principles
  • ALIGNMENT: Support of the organization’s strategic direction.
  • VALUE: Return on investment and long-term benefit for the organization.
  • ACHIEVABILITY: Capacity to deliver successfully.
  • BALANCE: Diversification across multiple dimensions and competing priorities.
three companies
Three Companies
  • Financial Services
    • Dramatic growth by acquisition;
    • Redundant systems and services;
    • Bureaucratic and risk averse;
    • Declining margins in core business; and
    • Must make immediate improvements in financial performance or face take-over.
three cultures
Three Cultures
  • Financial Services
    • Focus on Mission
      • Performance
      • Results
      • Bottom Line
three companies1
Three Companies
  • Telecommunications
    • New market (Eastern Europe) start-up;
    • #3 against top two global contenders;
    • Young leadership and staff;
    • Customer and innovation focused; and
    • Goal to grow to #1 in three years.
three cultures1
Three Cultures
  • Telecommunications
    • Focus on Involvement and Adaptability
      • Team
      • Creativity
      • Risk
three companies2
Three Companies
  • Insurance
    • Strong brand;
    • Declining membership;
    • Growth by merger resulting in divergent processes and systems;
    • Aging technology infrastructure; and
    • New leadership with strong transformational vision.
three cultures2
Three Cultures
  • Insurance
    • Focus on Consistency
      • Leadership
      • Processes
      • Systems
three questions
Three Questions
  • Financial Services asked WHY?
    • Build a direct relationship to the primary business problem, define the value statement for portfolio management in relationship to the bottom line and deliver immediate results.
  • Telecommunications asked WHO and WHAT?
    • Support shared ownership and development, apply a market focus in portfolio definition and management and deliver customer targeted results.
  • Insurance asked HOW?
    • Focus on effective structures, processes and systems for portfolio management, take iterative steps and establish and work toward long term results.
a burning platform
A Burning Platform

Why?

  • Analyze, Document, Vet, Educate and Communicate
    • Build the business case for portfolio management in alignment with current strategies, goals and objectives.
    • Define standard terminology, minimize jargon.
    • Obtain executive ownership.
    • Enroll and educate key staff in the concept.
    • Communicate the vision, framework, plan and financial targets.

Capture the bottom line impact

it s up to us
It’s Up to Us

Who?

Why?

  • Engage, Focus, Plan, Transfer Ownership and Prioritize
    • Establish anadvisory body that owns the portfolio management plan.
    • Identify and prioritize portfolio management challenges.
    • Develop a simple and iterative solution roadmap.
    • Establish a governing body that defines and oversees the portfolio.
    • Identify and prioritize the key enterprise-wide initiatives.

Capture the bottom line impact

Engage key leadership across multiple functions

we re the experts
We’re the Experts

Who?

What?

and

Why?

  • Research, Understand Capacity, Benchmark, Develop Metrics
    • Support portfolio management with market research.
    • Design the solution based upon industry best practice and organizational readiness.
    • Measure results of the process and system with customers and against past performance and the industry.

Capture the bottom line impact

Market demands balanced by company capacity

Engage key leadership across multiple functions

the devil s in the detail
The Devil’s in the Detail

Who?

What?

Why?

and

How?

  • Promote, Define Roles, Establish Value, Prototype
    • Promoteportfolio management at the executive and staff levels
    • Define benefit of and leadership and staff roles and responsibilities for practices and processes.
    • Focus on reporting and providing meaningful information.
    • Design value added processes and tools.
    • Prototype.

Capture the bottom line impact

Market demands balanced by company capacity

Engage key leadership across multiple functions

Simplify and maintain the integrity of processes and data

three breakthroughs
Three Breakthroughs
  • Financial Services
    • A VALUE proposition with immediate bottom line impact.
  • Telecommunications
    • The right PEOPLEengaged in the right way for the right reasons.
  • Insurance
    • A new way of doing business built with attention to DETAILfrom the bottom up.
finance value
Finance - Value
  • A strategic alliance between the corporate PMO and Finance, Internal Audit and Risk Management.
  • Bottom line relative results oriented 3-year business case based upon past three years project data.
  • Small, centralized, directive executive level governance.
finance differentiators
Finance - Differentiators
  • Neither PMO led or exclusive.
  • A business case built with cross functional participation and based upon real organizational experience.
  • Addressed the burning platform.
  • An executive team ready to make hard decisions.
telecommunications engagement
Telecommunications - Engagement
  • A strategic alliance between Strategic Planning and Sales and Marketing.
  • Business planning aligned with corporate strategies, key financial targets and key performance indicators.
  • Large broad based multi-level collaborative governance.
  • Market, customer and industry focus.
telecommunications differentiators
Telecommunications - Differentiators
  • Positioned as support for annual planning.
  • Engaged widespread participation in first advisory and then governing roles.
  • Established priorities exclusive of capacity.
  • Market, customer and industry feedback and metrics.
insurance leadership
Insurance - Leadership
  • A strategic alliance between units of the EPMO, executive leadership, Strategic Planning, Change Management and IT.
  • An EPMO and IT plan and project focused on designing, building and testing a prototype system.
  • Centrally coordinated parallel tracks of developmental work.
  • Transformation focused.
insurance differentiators
Insurance - Differentiators
  • Iterative strategic development steps implemented over time.
  • Multiple service department sponsorship.
  • A prototype with test and refinement time.
  • Introduced as a transformation delivery and measurement system.
conclusion
Conclusion
  • Alignment
  • Value
  • Achievability
  • Balance
  • Values and Culture
summation
Summation
  • Three unique approaches.
  • Three similar results.
    • Number of projects ▼
      • Reduced by an average 37%.
    • Project on-time delivery ▲
      • Increased by an average 20% in first two years.
    • Project on-budget delivery ▲
      • Increased by an average 38% over three years.
  • Portfolio management is here to stay.
portfolio management breakthroughs

Portfolio Management Breakthroughs

Questions?

Shelley Gaddie

President

Project Corps

206.932.7077

www.projectcorps.com