How to Choose the Right Project For Your Organisation

Transcription

1 Presented by Youssef Mourra Founder, Managing Consultant Choosing the Right Projects for your Enterprise easily done with Microsoft Project Server 12 th September 2014 Presentation to TechEd Conference Auckland, New Zealand Sep 9-12, 2014

2 You? You are responsible for prioritising your organisation s project and portfolio You have been asked to work out the right projects for the organisation to tackle You work in the organisation s Project Office and feel there has to be a better way to understand the resource demand vs resource capacity dilemma You ve had a bad experience with Microsoft Project in the past and want to know if it s lifted its game You just like to know stuff 2 Nonsuch Consulting 2014

3 What are my credentials? I have been using, training, consulting and coding in Microsoft Project since 1989 I have been using Microsoft Project Server since its first incarnation as Project Central 14 years ago I have been part of and led over 70 Microsoft Project & Project Server implementations in NZ, Australia and overseas I have had a couple of unsuccessful engagements but there rest were successful ones I love what I do, I m nowhere near perfect I am a Microsoft V-TSP [Virtual Technology Solutions Professional]. As a V-TSP, I have ability to position, demonstrate, design and implement Microsoft solutions. 3 Nonsuch Consulting 2014

4 The Purpose of this Presentation Want to expose you to Project Server 2013 in its online form and show you how to use it to choose the right projects and get the resourcing right for your organisation. This will be done by showing the choices you have: The Top-Down Approach The Bottom-Up Approach The Meet-at-the-Middle Approach Remember, you can be up and running with Project Online (a part of Office 365) in days 4 Nonsuch Consulting 2014

5 What does Right Projects mean? More commonly referred to as Portfolio Management What is a Portfolio? PMI: A portfolio is a collection of projects and programs and other work grouped to facilitate the effective management of that work to meet strategic business objectives. The components of a portfolio are quantifiable they can be measured, ranked and prioritised 5 Nonsuch Consulting 2014

6 Strategic Alignment recognising that our Vision and Strategy drive our investments Vision Strategy Enterprise Strategic Drivers Divisional Drivers Prioritised Enterprise Portfolio [Programmes and Projects delivering Change] 6 Nonsuch Consulting 2014

7 Effective Selection Doing the Right Things Identifying Potential Business Value What s in it for your organisation? Recognising the leakage in costs and benefits 100% Key Failings (Doing the WRONG things) 66% 0% 50% Value Achieved 50% Value Lost 75% 100% 60% of organisations do not link budgets to strategy 84% of organisations unable to demonstrate the link between budgets and business needs 44% of board directors cannot identify the key drivers of value in their companies 69% of major capital projects are neither on time nor on budget 36% of projects are found to have over-stated their potential benefits 45% of projects only go ahead because a senior executive insists 21% of projects should have been approved but lost to those with more vocal support Effective Execution Doing Things Right Realising Business Value Source: Standish Group, Chaos Report 2006 Primary Source: : IDC, September Nonsuch Consulting 2014

8 Effective Selection Doing the Right Things Identifying Potential Business Value The Value of P3M recognising the P3M adoption opportunity 100% 66% 0% Portfolio Management 50% Value Achieved 50% Value Lost Effective Execution Doing Things Right Realising Business Value Project & Programme Mgt 75% 100% Benefits of getting it RIGHT Potential savings of 20% of portfolio value in Year 1 30% improvement in time to market for revenuegenerating initiatives 5% reduction in overall costs 59% reduction in project failures 78% reduction in redundant projects 37% decrease in cost per project 35% increase in number of projects under management Primary Source: : IDC, September Nonsuch Consulting 2014

9 Becoming a true P3M organisation recognising the different layers within P3M Strategic Portfolio Optimisation Programme Management Setting of Strategic Goals Delivery of Strategy Integrated Delivery Define Strategic drivers from strategic goals at an enterprise and divisional level Identification, Assessment and the Prioritisation and Optimsation of all projects against the Strategic Drivers within budgetary, capacity and capability constraints Managing Benefits, Change, Dependency, Resource and Integration to deliver a successful Outcome Project Delivery Managing Time, Cost, Quality & Scope to deliver a successful Output 9 Nonsuch Consulting 2014

10 P3O Organisational Context People/Capability Processes/Methodologies Tools/Systems Becoming a true P3M organisation recognising the right practice approach Strategic Setting of Strategic Goals Processes & Strategies Portfolio Optimisation Delivery of Strategy Right Projects Programme Management Project Delivery Integrated Delivery Projects Right 10 Nonsuch Consulting 2014

11 How easy is it, really? All you need is.. a strategy, strategic vision or the like for your organisation Distil strategy into Strategic Drivers and Weight them Write Impact Statements.project information Projects with the usual metadata information If you can, some high level resourcing information If you re really good, some benefit and cost information...portfolio information Any dependency information would be great Understanding your constraints would be helpful YOU DON T NEED SCHEDULES IF YOU DON T HAVE THEM 11 Nonsuch Consulting 2014

12 The Approaches Top-Down Approach Perfect for organisations about to refresh their change portfolio and/or tackling a new portfolio No schedules required Bottom-Up Approach Perfect for organisations feeling the pinch either around costs and/or resources within a current existing portfolio Might involve schedules, but not compulsory Need Stocktake information Need resourcing information Meet-at-the-Middle Approach For the organisation that is about to or currently undergoing a transformation and need to do both of the above Brings comfort about what projects we might cancel or pause or speed up to accommodate the new projects 12 Nonsuch Consulting 2014

13 Let s see it in action 13 Nonsuch Consulting 2014

14 Some important Portfolio principles 14 Nonsuch Consulting 2014

15 Eddie Obeng s Project Types recognising there are different types of projects Project management, processes, corporate knowledge and tools not well developed Quest Fog Project objectives clear Paint by Numbers Movie Project objectives not clear Project management, processes, corporate knowledge and tools well developed 15 Nonsuch Consulting 2014

16 Project Sizing & Classifications recognising there are different scales of projects Scalable Project Management Methodology Quick Reference Guides 16 Nonsuch Consulting 2014

17 Holding the Royal Flush of Portfolios! the unbeatable hand of portfolio management What are the odds of a Royal Flush in Poker? see below What are the odds in business? it doesn t need to be about odds. We need to ensure we are holding the right grouping of projects The royal flush is a case of the straight flush. It can be formed 4 ways (one for each suit), giving it a probability of % and odds of 649,739 : Nonsuch Consulting 2014

18 COMPLIANCE MAINTENANCE TACTICAL The projects we MUST do because of reasons related to Government legislation or existing regulations. We have little choice and we need to get on with understanding the options for how we approach these projects The projects we SHOULD do because of reasons related to maintaining existing systems and business processes. If we under-invest for too long, we run the risk of breaking our existing operations and systems The projects we COULD do because of reasons related to changes in the competitive, technological or global environments. We may not always want to respond to each change, but we need to consider them in our planning 18 Nonsuch Consulting 2014

19 STRATEGIC The projects we WOULD do because of reasons related to the setting and achieving of the strategic plan and vision. What are the projects that best help us achieve our stated vision and contribute most to the strategic drivers? INNOVATION The projects we COULD do because of reasons related to new ideas and innovations driven from our customer, staff and expert base. We need to investigate, approve, reject or invest in these innovations 19 Nonsuch Consulting 2014

20 Project Categories Project Proposals Gate 1 Initial Business Case Option & Impact Analysis Prioritisation Gate 2 Detailed Business Case Prioritisation Gate 3 Execution Handover to BAU INNOVATION TACTICAL MAINTENANCE STRATEGIC COMPLIANCE VISION Filtered out initiatives Filtered out initiatives Filtered out initiatives 20 Nonsuch Consulting 2014

21 Business Cases & Decision Gates Gate 1 Gate 2 Gate 3 VISION Filtered out initiatives Filtered out initiatives Filtered out initiatives 21 Nonsuch Consulting 2014

22 Strategic Value 0% 2.5% 5% 7.5% 10% Analysing the R Portfolio Q N A P O I B Z X W? S C T Y U H V? M Colour K J L D F G E LEGEND = Risk Rating Size = Benefits Shading = Change Management $0k $150k $300k $450k $500k 22 Nonsuch Consulting 2014 Project Cost

23 Any Questions? From tomorrow, 13 th September, I will have this set of slides on my website to download You can download this presentation You can ask questions and discuss issues with or seek advice from me 24 Nonsuch Consulting 2014

24 Thanks and Good luck! Thanks for your attention and attendance today For more information, please contact me on Phone: Website: Follow me 25 Nonsuch Consulting 2014