1 Project Portfolio Management: Metrics that Work James C. Brown Sr. Manager, Research PMO Pioneer Hi-Bred International
2 Agenda PPM Interest What is Project Portfolio Management? Challenges Myths Benefits Implementation Steps Portfolio Management Models Types of Portfolio Metrics Measurement Lessons Dashboard Tips Sample Dashboards Screenshots
3 Project Portfolio Management: Metrics that Work PPM Interest Definitions Challenges Myths Benefits Implementation Steps
4 PPM Interest
5 PPM Interest
6 PPM Interest
7 Project Portfolio Management From PMBOK 4 th edition: The centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives.
8 PPM Scope PPM allows an organization to measure the impact of project management on procurement, human resources, cost, and product quality at a company-wide level. Program level cumulative management of projects contributing to common program objectives. Portfolio allows programs or projects to be prioritized for completion by strategic goals, revenue, operational and functional objectives.
9 Who is your PPM audience? Most senior executives are not interested in the measures of success used by project management: scope time cost quality Their measures of success are: profitability return on investment delivery of benefits taking advantage of windows of opportunity
10 Who is your PPM audience? Executives used to be interested in just two things about projects: when will they be finished what they will cost Executives are now more interested in: what mix of potential ti projects will provide the best utilization of human and cash resources to maximize long-range growth and return on investment for the company? how do the projects support strategic t initiatives? iti how will the projects affect the value of corporate shares (stock)?
11 Project Portfolio Management From Project Portfolio Management: A Practical Guide to Selecting Projects, Managing Portfolios, and Maximizing Benefits (Harvey A. Levine) The bridge between traditional operations management and project management.
12 Past/Current State Operations Management Strategies Objectives, goals Business performance Stockholder satisfaction Project selection and mix Resource availability Cash flow, income Project Management Schedule/time Project costs Project performance Stakeholder satisfaction Scope/change control Resource utilization Cash usage
13 PPM as the Hub Resource Availability Budget and Cash Flow Scope, Change, Cost Control Opportunity Management (Projects) Strategic and Tactical Plans Project Selection and Portfolio Management Demand (Internal Projects) Business Performance Risk Assessment and Management Resource Allocation Project Control and Performance
14 Project Portfolio Management PPM Enables Project Selection Project 5 Aligns projects with organization priorities and capabilities Top-down governance approach to determine which projects to fund Uses a set of project selection criteria to rank project proposals Creates a diversified project portfolio by selecting a proper mix of project work across different technologies and lines of business Maps project work to individual applications within the portfolio Project 2 Project 4 Project 1 Project 3 Governance Funded Projects 14
15 Challenges of PPM Organization Projects are often driven and defined by customers who set the milestones, schedules etc. Consulting engagements In some industries project timescales reflect product lifecycles and can be up to 40 years long. Defense, Infrastructure, Pharmaceutical The other end of the spectrum is a three to four month project timescale Mobile phones, computers, electronic games
16 Challenges of PPM Cultural There is a big brother perspective. Management not buying into the process because they may get exposed. Pet projects become exposed. Heard more failure stories than success. Brings a level of detail that may create a fear factor among some.
17 Challenges of PPM Knowledge There is a lack of knowledge from consultants in this space. Reliance on consultants to solve the problem. Implementation of PPM is a change management process. Advocated by software consultants, but often they are not equipped to address issues around change management. The consultancy market tends to use a bus load of consultants for large software deployment and this is a dead end. Some design at a very high level of maturity (e.g. level four of five) but the majority of companies are below level three.
18 PPM: Three Dangerous Myths Myth 1: PPM resides with IT Defining a PPM rollout involves strategic questions often outside IT's purview. What are all the company projects under way or in the queue? Are they projects the company should be doing? How does each relate to its strategic initiatives? How are they prioritized? Budgeted? Resourced? Which business lines are profiting by them, and which are not? How does management obtain insights i into their progress?
19 PPM: Three Dangerous Myths Myth 2: The Right Tool Drives PPM Success Begin with an assessment of the organization's PPM maturity level and its appetite and ability to advance. If it's at level 1 now, realistically how feasible is level 4 or 5, and how rapidly can the company achieve it? Is there an executive commitment to the effort and expense involved? Is the rest of the organization prepared for the effort? What path will maturity take? What business benefits must PPM deliver? The choice of tool is secondary to these considerations. The best tool is the one that most fully serves the very particular needs of the company, regardless of the judgment of the technology marketplace.
20 PPM: Three Dangerous Myths Myth 3: The Best Starting Place is PPM Best Practices Rarely are companies ready to implement PPM best practices out of the gate. Start first with: Standard definitions Cost and benefits estimates t Labor and non-labor estimates Stakeholder impacts Measureable success criteria Return on investment External dependencies Stakeholder inputs
21 Benefits of PPM (but not a Silver Bullet) 1. Getting products to market on time resulting in safeguarded or increased revenue. 2. Driving delivery of quality products with increases client satisfaction and reduces warranty claims. 3. Reducing cost through supporting procurement in the effective acquisition and use of material resources. 4. Increasing productivity by assigning human resources to priority work and ensuring that they are assigned according to their skill sets.
22 Benefits of PPM (but not a Silver Bullet) 5. Increasing profitability by emphasizing projects that provide maximum return on investment. 6. Planning/forecasting human resource and equipment demand and comparing them to available resource and equipment in order to better understand enterprise capacity and meet present and future human resource and equipment needs.
23 Implementing PPM 1. Apply a PPM approach to the management of their projects. 2. Identifying what scope of programs/projects is to be managed with the PPM system. 3. Determining what project performance information is measured for example, duration vs. effort vs. costs. 4. Developing and employing a common methodology, including inputs, processes, roles and outputs, to manage the completion of priority projects. 5. Selecting the right technology tools to support their PPM system.
24 Implementing PPM 6. Role training project and product management resources on the use and application of the methodology. 7. Measuring compliance on the use of the methodology and configuring tools to gather and report performance information. 8. Acquiring and maintaining management s support in the ongoing use and improvement of PPM.
25 Project Portfolio Management: Metrics that Work Portfolio Management Tools
26 Examples of Portfolio Management Models Portfolio Value vs. Cost Capital Expenditure vs. Non-Capital Effort Hours and ROI Strategic Impact Matrix Risk vs. Return Chart Launch Pipeline Calendar Market by Technology Newness Risk vs. Innovation Minimum i Requirement Checklist And more...
27 Strategic Linkage Project x Strategy Project 1 Project 2 Mission Goal Goal Goal Strategy Strategy Strategy Strategy Strategy Project 3 Project 4 Project 5 Project 6 Project 7 Project 8 Goal Goal Strategy Strategy Strategy Project 9 Project 10 Project 11 Project 12 Strategy Project 13 Project y Ends: Desired outcomes Means: Methods to achieve them What: Actions we will take
28 Sample Strategy Elements Buy & integrate Y Acquisitions Buy & integrate Z Mission Growth to $5Billion Improved customer satisfaction Increased $ from new products Developing sales channels in Asia Continuous customer participation in our decisions Building industry-leading competence in X Research & recommend 3 channels Establish IP security Establish 5 customer involvement centers Fund university Collaborative X Build sustainable recurring program Ends Goals Means Strategies Project/Program Candidates for Portfolio
29 Project Scoring Model Total Project Score Project Deliverable Value to the Organization Total Cost Duration Financial Strategic Scope Quality ROI Competitive Issues Payback Period New Business Issues Benefit/Cost Ratio Capability Improvement
30 Project Scoring Model (Addition of Schema, Points) Total Project Score 70 of 100 points Project Deliverable 30 of 40 points Value to the Organization 40 of 60 points Total Cost 5 of 10 points Duration 5 of 8 points Financial 20 of 24 points Strategic 20 of 36 points Scope 10 of 12 points Quality 10 of 10 points ROI 6 of 8 points Competitive Issues 4 of 6 points Payback Period 4 of 4 points New Business Issues 10 of 12 points Cost-Benefit Ratio 10 of 12 points Capability Improvement 6 of 18 points
32 Launch the Right Programs Select high value low risk programs High Value High Value High Risk High Value Low Risk Busin ness Value Postpone Shift Right Low Value High Risk Good to Go Low Value Low Risk 50 Rethink Retarget Shift Up Low Value High Risk Ability to Execute Successfully 100 Low Risk
33 Resource Allocation in the Portfolio Breakdown by Project Types Breakdown by Market Sector Cost Reductions 27% Target=10% New Products 23% Target=40% Medical 10% Target=10% Institutional 6% Target=10% Platforms 9% Target=15% Fixes 18% Target=10% Extensions 23% Automotive 20% Target=20% Residential 39% Target=40% Industrial 25% Target=20%
35 Project Portfolio Management: Metrics that Work 5 Types of Portfolio Metrics Measurement Lessons Dashboard Tips
36 5 Types of Portfolio Metrics Category Key Questions Sample Metrics Portfolio Mix Is our funding aligned to % of Portfolio spend in strategic objectives? run the business % of Portfolio in grow the business % of Portfolio in innovate the business % of Portfolio in Short/Medium/Long-term projects % of portfolio in Large and Extra Large Projects
37 5 Types of Portfolio Metrics Category Key Questions Sample Metrics Demand & Capacity Do we have the right % of growth in project prioritization and sequencing of projects given current capacity? intake % of growth in initiatives Resource utilization (human, material, capital) Recruiting pipeline Production capacity
38 5 Types of Portfolio Metrics Category Key Questions Sample Metrics Value For our portfolio, to what %ontime extent did we achieve our objectives? % on budget Portfolio and subportfolio IRR $ saved for consolidation $ efforts
39 5 Types of Portfolio Metrics Category Key Questions Sample Metrics Portfolio Health For programs/projects Counts and amounts for in-flight, how is our execution progressing? programs and projects # of issues by severity
40 5 Types of Portfolio Metrics Category Key Questions Sample Metrics Financial Management How effectively are we % variance to plan managing program and project budgets and what are the financial trends? % funding in-flight $ committed but not spent
41 Portfolio Measurement Lessons Introduce new metrics only when necessary Quality versus Quantity Prototype t early and often Data credibility is key to adoption success Keep the visuals clear and messages crisp
42 10 Dashboard Tips 1. Know the questions your dashboard is trying to answer before building it 2. Make sure you can actually collect the data you want to measure 3. Know your audience and understand how they consume information 4. Begin by summarizing and analyzing data you already deliver
43 Dashboard Tips 5. Your first dashboard should never use a dashboard tool That will come later 6. Dashboards should always have a printable version 7. Incorporate application instrumentation into system design process 8. Make sure those responsible for creating the dashboard understand who is reading it it will increase quality
44 Dashboard Tips 9. Create a report to perform checks and balances on core dashboard data to increase credibility 10.Keep a list that tracks decisions and changes made as a result of dashboard analysis; attach quantitative and qualitative benefits that result
45 Sample Dashboards Portfolio Management Template Future Cost Model 5 Year Plan (Excel based PPM)
46 Wrap Up What is most important is that you do it Pick the analytics that fit your business and company Find what works / is accepted, and use it consistently
47 Thank You! James Brown, PMP, PGMP, OPM3, PMI-SP
48 Project Portfolio Management: Metrics that Work Appendix
55 Achieve PPM Success Methods employ a common methodology Human Resource and Organizational Competency train on a common PM process Technology Tools through consistent, concise, relevant, reliable and timely information Performance Measurement PPM Scope decide which projects should be managed by its PPM system
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