Delivering Business Strategy
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Transcript of Delivering Business Strategy
©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Session ID: BTOT-TH-0900/7 Twitter hashtag #HPSWU
©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
Speaker Name: Charlie Hamilton-Russell - DeloitteDate: 2nd December 2010Session ID: BTOT-TH-0900/7
Delivering Business StrategyDriving value through Project Portfolio Management
Contents
3 HP Confidential
– What is portfolio management?
– What do you need to have in place to realize the value
– How to realize the value through:• Portfolio selection and management
• Program delivery
• Project delivery
– What do you need to do to realize the benefits
What is portfolio management?Linking business strategy to the activity and initiatives it invests in
Identifying and selecting the right projects to achieve the business vision
Managing the delivery of projects and programmes so that they are delivered in the right way
Monitoring and management of the overall portfolio to achieve the planned benefits
A fundamental business activity, forming a key part of the annual planning process
Critical when demand for change is high and cash or resources are constrained
4 Portfolio Management discussion
Portfolio Management
Programme Delivery
Project Management
Strategy
Two aspects of Portfolio Management
5
Getting the benefits
Doing them the right way
Doing them well
Doing right things
Doing enough of the right things
Shape the Portfolio
Manage the Portfolio
Shapethe
Portfolio
Leadership
Vision
Managethe
Portfolio
Insight
AdjustmentControl
A one-off or periodic activity – e.g. the annual planning round, with quarterly
updates
An ongoing activity of management and monitoring of portfolio health
Portfolio Management discussion
Idea
Portfolio Management – the component parts
Project Delivery
Portfolio• -------
--• -------
--• -------
--• -------
--
Project Selection
Strategy
Idea
Idea
Idea
IdeaIdea
Annual planning process
Shape the Portfolio
CONCEPTBUILD &
TEST
FEASIBILITY
DETAILED DESIGN
CLOSEDEPLOY
2 3 4 5 6 71
Manage the portfolio
Monitor project health
Regional projects
BAUGlobal projects
Local projects
Resource Demand
Time
Resource Demand
Profile
Roadmap
Portfolio Management at a global drinks company
7 HP Confidential
• Implementation of HP PPM to support global IT demand management
• Local, functional and regional views of demand
• Idea capture, analysis, prioritization and approval for capital allocation
Function A County 1
County 2
County 3
County n
Function B County 1
County 2
County 3
County n
Function C County 1
County 2
County 3
County n
Function A
Function B
Function C
Group
A defined process to guide implementation
8 Footer goes here
• A defined analysis and prioritisation process to give ranking of projects• Link to strategy through assessment of each project against value drivers
• Assessment of risk for each project
• Measurement of business case value and payback period
• Fit with existing architecture
• A view of high level resource demand
• Underpinned by a defined project delivery method covering all aspects of project management
Success Factors
9 Footer goes here
• Prioritization and selection process defined and documented and in use by the business
• Flexibility of approach to design
• Configuration built through a conference room pilot approach
• Prepared to change where required to fit with the application
• Excellent top level sponsorship to support change and drive adoption
Project Delivery at Deloitte
10 HP Confidential
• Deloitte are using PPM to drive quality and consistency in project delivery
• Available to engagement teams for consultant, client and 3rd party staff
• Configured with Deloitte’s Project & Integration Management methodology
• Roll out started last year in the US, currently used by 3,000+ people on 90+ engagements on three continents
Estimation
SDLC Management
Productivity
Project & Program Management
Document and Configuration Management
ActualsArchival
KnowledgeManagement
Collaboration
Project DeliveryProposal Project Closure Project Planning
QuickStart accelerates project startup
• Method: Standard deployments of the method content (e.g., procedures, work plans) aligned with common project types
• Tools: Preconfigured tool profiles aligned with the common project types
• Training: General and role-based training curriculum delivered through coach-led, classroom, and Web-based channels
• Deployment plan: Coach-led deployments using standard plans and approaches
Project Management
QuickStart
Method Tools
Training Deployment plan
• Able to deploy teams faster, using standard approaches and preconfigured tools to address project needs
• Supported by hands on training and coaches to enable consistent deployment and rapid time to value
Success factors
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– Defined methodology with limited flexibility but prescriptive alternatives
– Making the solution part of business as usual
– Extensive support through use of field coaches
– Training is paramount:• Has to start with the processes
• Mainly using coach led training
• Bootcamp courses used for administrators
Pre-requisites for PPM and what you get out of it
13 Footer goes here
Clear definition of the business strategy
Decision making that is linked to strategy
A consistent format for identifying a new ideas and projects
Better quality project data
A structured decision making process and governance model
Consistency in project selection
A defined project delivery method Control and assurance of project delivery
Clear project management processes
Transparency of resource usage – people and costs
Discipline d use of tools and processes
Full visibility of the project portfolio
... and overall a single source of truth for all project data
Departing thoughts – lessons learned
1. PPM Center improves management efficiencies while exposing poor project management
2. PPM Center is an enterprise application, not a productivity tool
3. Prescriptive usage models are more valuable than flexibility
4. Benefits and adoption are enabled by strong support and standards
5. Training builds proficiency; support builds expertise
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Continue the conversation with your peers at the HP Software Community hp.com/go/swcommunity