Portafolio Management Six Sigma Brasil Rt 0409
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Project Portfolio Project Portfolio ManagementManagement
The new strategic role of Project Managers
Roberto Toledo, MBA, PMPMéxico
What is a Project Portfolio?What is a Project Portfolio?
A collection of projects and/or programs and other related work, grouped to facilitate effective management of that work to meet strategic business objectives.
The “Portfolio components” (projects and programs) may not necessarily be interdependent or directly related (PMI’s Portfolio Management Standard).
©2006 Project Management Institute
Organizational ContextOrganizational Context
©2006 Project Management Institute
Vision
Mission
Organizational Strategyand Objectives
High-LevelOperationsPlanning andManagement
ProjectPortfolio
ManagementPPM
Management of On-Going Operations
(recurring activities)Value Generation
Management of Authorized Programs and Projects (projectized activities)Increasing value and production capability
Organizational ResourcesOrganizational Resources
Goals and Objectives Definition
Rule every organizational
effort
Processes to establish proper actions to accomplish goals and objectives Component
s that guarantee
an efficient
and effective
execution
Projects vs. PortfolioProjects vs. Portfolio
Project ManagementProject Management Portfolio ManagementPortfolio Management
Tactic task Strategic Task
Usually performed by Middle Management
Usually performed by Senior Management
Preceded by the Definition of the Project Portfolio of the organization
Preceded by the Strategic Planning of the Organization
Are we doing the project right?
Are we doing the right projects?
Main Goal: Contribute to the fulfillment of the Organization’s Goals and Objectives
The PMI Standard for PPMThe PMI Standard for PPM
Strategic Plan:•Goals•KPI’s•Capacity
Identification
Evaluation
Selection
Categorization
Strategic
Change
Prioritization
Portfolio Balancing
Authorization
Component Execution
and Reporting
Strategic Aligning Controlling Components
No
Yes
Portfolio Reporting
and Review
©2006 Project Management Institute
Strategic Planning: The BasicsStrategic Planning: The Basics
Mission• Gives meaning to the work of the organization’s
members
Vision• Desired position and Strategic Intent
SWOT Analysis• Internal: Strengths and Weaknesses (+,-)• External: Opportunities and Threats (+,-)
Values• Decision making support for the organization’s members
Resources• Budget linked to the strategy defined
People• Incentives linked to the strategy defined
Balances ScorecardBalances Scorecard
Kaplan & Norton
Selection and PrioritizationSelection and Prioritization
New ProductsFinancial
Canceled InitiativesCanceled InitiativesPostponed Postponed InitiativesInitiatives
Customer
Internal
Learning
SELECTSELECT
PRIORITIZEPRIORITIZESTRATEGYSTRATEGY
Resources and Resources and BudgetBudget
Authorized Authorized ProjectsProjects(Project Charter)(Project Charter)
Project PortfolioProject Portfolio
InitiativesInitiatives
The easiest way to create alignment between the Strategic Plan and the Project Portfolio
Provides an objective selection mechanism using both objective and subjective criteria
Deals with difficult to evaluate subjects such as:• Implementation complexity• Added value• Strategic consistency• Customer perspective,• Knowledge and growth
A Strategic QuestionnaireA Strategic Questionnaire
CustomerPerspective
FinancialPerspective
InternalProcesses
StrategicIntent
Possible SubjectsPossible Subjects
Learning andGrowth
Project Portfolio Balancing
International Market Research Company Project Portfolio for the Mexico, Central America
and Caribbean subsidiary• Approximately 4,000 employees in the subsidiary
Dominant player of the niche Main Strategic Objectives
• Consolidation of operations• Automation and optimization of internal processes for
cost reduction (IT)• Product portfolio growth (new services) • Increase in the the reported quality of client satisfaction
A Real CaseA Real Case
Prioritization MatrixPrioritization Matrix
Pre
vio
us
Pri
ori
tiza
ion
Imp
acto
Op
erat
ico
Ver
sus
com
pet
enci
a
Tec
no
log
ía
Co
mp
leji
dad
(-)
$$$
y R
ecu
rso
s (-
)
Pri
ori
dad
Dir
ecti
va
Po
nd
erac
ión
21 Implement New Processor RMS AA 3 4 4 4 4 4 3.83
1 Full SOT Implementation A 5 4 4 4 5 4 4.33
70 Sabritas redesign monthly service AA 3 2 4 2 3 3 2.83
19 Implement new Scantrack_DCES factory A 3 3 3.5 3 3 2.8 3.05
3 IMDB Unification A 5 3 2 4 5 5 4.00
38 CAM Implement New Factory AA 3 3 4 3.8 3 3.9 3.45
8 Implement a redesigned monthly service to closely track direct to store clients execution
A 3 2.4 3.5 4 4.2 3.6 3.45
37 CAM Plan Calidad & KPI’s to WB standards AA 3.4 2.6 2 1.4 3 2 2.40
46 PR Plan Calidad & KPI’s to WB standards AA 3.4 2.6 2 2.6 3 2 2.60
2 Optimize inventory collection procedure A 2.5 2.4 3 3.7 5 3 3.27
40 CAM Collect cash-slips in a household panel AA 3 2.6 3 3.6 4.6 4 3.47
14 Migrate top line reports production from CS to DSS
A 4.2 2.2 3.6 2.4 3.9 4 3.38
49 PR Collect cash-slips in a household panel AA 3 2.6 3 3.8 4.7 4 3.52
50 PR Launch Scantrack service A 2.8 3.1 3.9 3.8 4.7 4 3.72
44 CAM Bring operation into VPN network AA 0.2 0.1 0.1 0.1 2 0.1 0.43
Implementation Complexity
Added Value
Strategic Alignment Value Contribution• Government Regulations
• Organizational Interactions
• Processes• Technology • Alignment
• Orientation• Organization
• Operations• Technology• Financial
Efficiency• Processes
Other CriteriaOther Criteria
Evaluation Criteria (example)Evaluation Criteria (example)
Strategic Alignment 40% Project Contribution 60%
Alignment/Orientation 75% Operations 45%
Alignment with Strategic Objectives 30%
Contributes to beteer managment and service level for internal and external customers 20%
Culture focused on definition, design, implementation, evaluation and supervision 10%
Increases efficiency in control and safety points in operating processes 20%
Management improvement 15%Increases efficiency in financial resources use (income/costs) 20%
Improving user's knowledge 15%
Improves avalability and quality of information through department-department inter-relationship 20%
Social Security and Operational Simplification 15%
Improves key processes in the organization 20%
Smart use of Information 15%
Technology 20%
Organization 25% Fosters technology standarization 50%
Helps developing personnel skills (Professionalization) 30%
Foster information integration throughout differente areas (Data Base) 50%
Fosters Organizational Structures focused on process rather than functions 30%Fosters re-use of knowledge (Knowledge management) 20%Helps personnel behavior improvement and value growth 20% Financial Efficency 10%
Cost reduction 60%
Economical benefits 20%
Return over investment 10%
Return perido 10%
Processes 25%Impact on actual processes 30%
Multifuctionality of new processes 40%Un-used capabilities 30%
ADDED VALUE
Difficulty to Implement 100%
Government Regulations 20%Requires changes in laws or reglamentation 50%Requires modification to actual normativity/internal policies 50%
Organization 30%Personnel involvement 40%Skill improvement through continuing education 20%External suppliers requirements 40%
Processes 40%Changes in processes 40%
Impact on other areas 20%
Conutry-wide impact 20%
Need for a preceeding project 20%
Technology 10%Technology maturity 35%
Technology accesibility 25%
Technology cost 30%
Technology compatibility 10%
DIFFICULTY TO IMPLEMENT
Evaluation ResultsEvaluation Results
No. INITIATIVE DIFFICULTYADDED VALUE
1 Implementation of a logistics system 42.3 39.22 Storehouse area increase 33.0 39.23 Implementation of an ERP 31.3 43.34 Promotional cmapaing lauch aimed at skin care and health 60.7 50.85 Implementation and development of a R&D Department 53.7 53.36 Sales force continuing education 43.3 57.57 Network distribution alliances 42.3 63.38 Sales force increase strategy 34.3 33.89 Multinational merge 34.3 33.8
10 Implementation of a Just-in-time inventory system 40.7 40.0
11Implementation of supply management system aimed at helping customers manage their inventories 42.3 55.0
12 Organization re-structure aimed at company's growth 26.7 31.3
Investment MapInvestment Map
Complexity
Ad
ded
Val
ue
Low
Lo
w
High
Hig
h
Note: Bubble size represents investment in the project.
New Portfolio IntegrationNew Portfolio Integration
Make a list of all official company projects Make an organization-wide information sharing
campaign• Be aware that there may be confidential projects though
Seek balance between goal accomplishment and available resources (more with less)
In organizations where resources are limited, always focus most resources on main strategic objectives• Pareto Rule!!
This new Portfolio is by no means static! Use always the same process for reviewing the
portfolio
Other IssuesOther Issues
Risk Management can be included in the analysis Portfolio Monitoring and Control processes must be
established once it’s authorized and execution begins• Periodic analysis of the Project Portfolio composition (which
Projects are included?) - Anual Quarterly- Senior Management responsible of making adjustments- Based on benefit realization and changes to the Strategic Plan
• Also a Periodic Analysis of the Components (Projects and Programs)
- Quarterly Weekly- Basically: Scope, Time and Cost- PMO and Project Managers responsible of making adjustments
ConclusionsConclusions
Strategic Planning (SP) is of paramount importance nowadays
Establishing simple mechanisms for SP and PPM processes is more efficient
Organizations must know at all times where their resources are being invested
It does not necessarily mean having a new department, but it does mean assigning this responsibility to someone!
OBRIGADO!!OBRIGADO!!THANK YOU!!THANK YOU!!
GRACIAS!!GRACIAS!!
QUESTIONS????QUESTIONS????Roberto Toledo, MBA, PMPSocio Director de Alpha Consultorí[email protected](52-55) 5211.6828