PM Services Portfolio Strategy, Design and Build
Portfolio Strategy, Design and Build PM Services consultants will design an effective portfolio management system and works closely with client management teams to compile and assess business portfolio program needs. PM Services - Consultation PM Services Assessment Process and tool capability/maturity Project/program compliance Portfolio metrics and performance Portfolio Strategy, Design and Build Define and implement portfolio policies and tools Integrate PMO and service provider management governance processes Tailor the complexity model to facilitate project prioritization PMO Strategy, Design and Build Project management policy and procedure(s) PMO organization design (Org Chart /RASCI/Roles) Tailored program/project delivery process/procedures and tools PM Services - Leveraged / Managed Transition Program Management Define project methodologies, processes, reporting, reviews and governance standards PM Services - Leveraged / Managed Contribute to the service provider relationship and organizational change Monitor client and service provider program plan progress; manage escalations and performance issues PM Managed Service Manage service provider and internal project team project progress/risk/changes/issues Manage escalations and performance issues Monitor and Report program/project health 2
Portfolio Strategy, Design and Build Portfolio Strategy, Design and build is one of five service offerings based on a set of core competencies, processes, resources, and toolsets that support ISG services. 1. PM Services Assessment 4. Manage Transition Projects PM Services consultants will assess the capabilities of the PMO system(s), recommend improvements applicable to all areas of the client portfolio, PMO structure, processes, people, tools, & either performs or provides oversight for the implementation of recommended changes. 2. Portfolio Strategy, Design and Build PM Services consultants will design an effective portfolio management system. ISG works closely with client management teams to compile and assess business portfolio program needs, using proven processes and tools to assure benefit realization from the portfolio strategy through PMO design. 3. PMO Strategy, Design and Build PM Services consultants will design an effective Project Management system. ISG works closely with client management teams to compile and assess business program needs, using proven PMO processes and tools to assure benefit realization. PM Services consultants manage the interdependent projects which comprise client Transition Programs. The ISG team brings strong PM knowledge, years of program management experience, a proven PM tool set to ensure successful program delivery, and relevant experience to manage transition project and transformation programs. 5. PM Managed Services PM Services offers a fully managed service that delivers specific business initiatives that entail multiple related projects, including supplier led projects, to ensure business objectives are met. Copyright 2013 Information 2012 Information Services Group, Services Inc. Group, All Rights Inc. Reserved All Rights Reserved 3
Portfolio Management - Mission The mission of IT Portfolio Management is to align and optimize Technology investments with corporate and business objectives to successfully implement Technology strategies. IT Portfolio Management will provide foundational data which informs corporate decision-makers about how much technology investment to make, what initiatives to invest in, and includes project justification, prioritization, and approval techniques. Typical areas of evaluation include: Demand versus Forecast Portfolio Assessment and Management Project Execution Solution Resource Management 4
Demand Forecast versus Actual Without a destination in mind, how can you answer the question, Are we there yet? You need a better demand consolidation solution if You are using multiple systems to collect, track, and resolve IT service requests. You are only tracking strategic projects, not operational demand. Requests frequently come in through the back door and are not formally managed. There is no consistent prioritization: the squeaky wheel gets the oil. The service levels for responding to and completing requests are difficult to track and report. There is no audit trail for requests or actions taken. 5
Portfolio Assessment and Management Do the right thing at the right time. You need a better portfolio management solution if You have no aggregate-level visibility into time, cost, and resource information for project and non-project efforts. In-flight projects, strategic projects, and operational work are all managed and maintained in different systems of record. You are not able to get an objective analysis of the items in the portfolio; there is too much weight given to subjective criteria and political considerations. You cannot do apples-to-apples comparisons of the expected ROI or net present value (NPV) of requested projects in the portfolio. Processes are not automated and your staff is frustrated feeding data into the system. 6
Project Execution Solution If it s important, measure it. If it s measured, report it. If it s reported, act on it. You need a better project execution solution if Your company lacks a real-time status/health view into critical projects. IT projects are frequently late and over-budget, creating constant headaches and the perception that IT just doesn t get it. You are having difficulty keeping your current tools, such as spreadsheets, binders, and point tools, up-to-date and in sync. Inadequate visibility into resource availability is impacting your staff s ability to manage projects effectively. You are unable to offer management hard data to support your budgetary and resource needs. 7
Resource Management Poor quality results from systems put in place by management which prevent employees from achieving success. anonymous You need a better resource management solution if You are not sure your staff is always working on the right projects at the right time. You cannot pinpoint when a skill or resource can become available. You do not know how much of your capacity is consumed by strategic projects as opposed to operational activities. You are not tracking what tasks people worked on previously. It is difficult to determine what training is required for which employees. 8
Business Drivers for PMO Change Control Demand Budget Staff Approach Today - As Is Identify,prioritize and allocate based on business drivers, capacity and funding Managedand reported by each business unit Retained or staff augmentation Desired Outcomes - To Be Manage and report all projects Improve visibility to project demand Improve quality and delivery performance Total project cost budgeted and managed as a competency and resource center or managed service under one cost center, with chargeback (if desired) Gain early indication of budget variance (planned vs. actual) to manage potential financial risks Add leveraged cash flow analysis to increase the accuracy of IT investment decisions and subsequent reporting to the business Measurement andreporting on the Return on Investment to realize investment decision Combine retainedand staff augmentation, and/or outsourced services contract(s) 9
Business Drivers for PMO Change Control Approach Today - As Is Methodology Varied by business unit; PMOcan provide advisory services Tool Varied by business unit; Manual data compilation and analysis, as required Performance Inability to know performance results or issues precludes control or correction Desired Outcomes - To Be Single, standardized methodology Core competencies measured and reported PMO roles and responsibilities defined Staff trained and performance controlled Accountability for project delivery, cost and quality One tool supporting selected methodology Tool is repository for all project data, either client or service provider Project data viewable at portfolio program, business unit, or project level Standardize performance metrics and reports Performance measured and reported as defined by the tailored methodology Compare program/project performance across the enterprise Realize efficiencies, prescribe improvements 10
Business Drivers for PMO Change Control Sustainability Approach Today - As Is Process variation introduces added cost; Status reporting inconsistent / unreliable; Performance analysis is reactive and labor intensive Desired Outcomes - To Be Visibilityto full work stream (Demand to Delivery) for all project work Professional standard formethodology, including controls Comparative data compilation /analysis /reporting enabled through common tool Continuous staff development /mentoring /training Flexible staffing pools and/or leveraged resources 11
Portfolio Strategy, Design and Build Overview Product definition PM Services consultants will design an effective portfolio management system and works closely with client management teams to compile and assess business portfolio program needs, using proven processes and tools to assure benefit realization from the portfolio strategy through design. Service solution Provide governance framework and stakeholders communication plan Integrate PMO and service provider management governance processes Design QA of key project documents Define and implement portfolio policies and tools Select relevant policies and best practices and ensure their implementation Define and build portfolio complexity model Tailor the complexity model to facilitate project prioritization Design conceptual model with roles, responsibilities and position profiles Create skills development plan Clarify PMO s role vs. Service Provider s and/or internal teams role Results On time and on budget project Clear visibilityof each project with details cost, issues and evolution Appropriate governance model to ensure project follow-up and approval Relevant set of data to make decision and take corrective actions Consistent project management across projects Major cost saving Strong consolidated reporting with harmonized formats and relevant information Well trained team Strong team involvement and committed to succeed Optimized relationship with service providers and internal teams 12
Portfolio Program Management Methodology Portfolio planning enforces fiscal discipline and provides opportunity for the Portfolio Councils to re-prioritize projects that are not on the roadmap or do not meet financial targets. Define Current State Design Future State Deliver Future State Train Future State Implement Future State Time 1 week 2-5 weeks 6-8 weeks 9-12 weeks 13-25 weeks Primary Activities Assess PPM Stakeholders Validate Gap Current vs. Future Document PPM Processes Deliver Executive Awareness Charter Technology Investment Board Deliverables Create Project Plan & PPM Governance Calendar Conduct Project Kick Off Compile client As-Is documentation Project Kick Off Stakeholder Assessment Process Workshop Project Plan W Define PPM Framework Define PPM Roles & Responsibilities Create PPM Communication Plan Define PPM Tool requirements Define PPM Reports Gap Analysis Framework Presentation PPM Communication Tool / Report Specs Document tool configuration Document Report format & calculations Document training strategy and target participants Process Documents Tool UI Defined Report content & format Defined Training Strategy Deliver Stakeholder Awareness Deliver Process Participant Training Deliver Demand Manager, PPM Analyst, PMO and Delivery Manager Training Establish On-Line Training and FAQ W Training Presentation Content PPM Deployment Plan Workshop Charter Portfolios; Align Data Establish Portfolio Budget(s) Filter and report demand data by Portfolio Prioritize and Select Projects by Portfolio Monitor Projects Performance Continuous Improvement Plans Portfolio Investment Plan Reports PC Approved Project W Workshops Copyright 2013 Information 2012 Information Services Group, Services Inc. Group, All Rights Inc. Reserved All Rights Reserved 13
Measure PMO Success Focus upon key performance indicators in the PMO Demand consolidation: Understand all demand Prioritize the workload Select based on business value Portfolio management: Context Look at projects in the terms of where they fit in the big picture Apples-to-apples comparison of projects based on value and cost Project execution: Execute based on resource utilization and constraints Consistent, comprehensive execution Measure performance and apply corrective action early Resource management: Inventory the resources and skills available Ensure the right people with the right skills are available Assign the right resources to individual projects 14
PM Services contact information Global and regional PM Services teams provide professional consultation and engagement support Kathy Rudy - Partner Global PM Services Dave Fidel - Director Global PM Services +1847 736 9483 Mobile +1 214 289 7611 Mobile kathy.rudy@isg-one.com dave.fidel@isg-one.com Nancy Murphy - Director Global PM Services +1248 224 2228 Mobile nancy.murphy@isg-one.com Copyright 2013 Information 2012 Information Services Group, Services Inc. Group, All Rights Inc. Reserved All Rights Reserved 15
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