PROJECT PORTFOLIO MANAGEMENT Concepts Gnraux PPM Definitions The

PROJECT PORTFOLIO MANAGEMENT Concepts Généraux

PPM Definitions § § § The first is a direct quote from the PMI PMBOK – “ the selection and support of projects or program investments guided by the organization’s strategic plan and available resources. ” This involves a decision making process. The concept of being guided by the organization’s strategic plan and the available resources which means being very aware of the organization’s goals and objectives and also all types of resources that are available for projects. ” Second definition comes from the Managing Multiple Projects book published by the Center of Business Practices which defines PPM “as a process for ensuring the consistent selection, prioritization and planning of the right projects for the organization”. This particular definition begins to shed light on the different components of PPM – which include evaluation, selection, prioritization, budgeting and planning once again based on value and strategic fit with the organization.

PPM § It uses… § An identification of Projects § An evaluation of Projects § A prioritization of Projects § So as to … § Check if projects meet the Enterprise Strategic Goals and Objectives § Optimize Resource allocation § Provide different analysis (Cost and ROI analysis, Risk Analysis, Strategic value analysis) § Which provides … § § Visibility Standardization Measurement Process Improvement

Ability to Identify Organizational Value Potential PM and PPM Value Portfolio Management – • Optimal integration of to identify and select the investments that will portfolio and project level maximize organizational value capabilities allow 100% maximization of business value Portfolio Management 66% Project Management 50% Value Realized Project Management to successfully deliver the selected business value opportunities 0% 75% Ability to Realize Business Value Potential 100%

PPM Steps 6. En attente ou arrêté ou clos 1. Construire le Portfolio : Nouveaux Projets ou idées 5. Revues, Priorisation / Sélection 2. Prioriser / Sélectionner 4. Mettre à jour et Piloter 3. Planifier / Affecter

Construire le Portfolio § Standardiser la définition des projets § Définir et mettre en œuvre des modèles de fiches projets / idées (Project Charter) § Définir les propriétés § Définir les business drivers § Définir les processus de collecte des informations

Project Registry § Minimum information requirements for the Project Registry include § § § Project Sponsor name Project Manager name Project priority ranking Target milestone schedule Resource requirements Identified domain within the project portfolio

Prioriser / Sélectionner § Prioriser § Définir les Business Drivers § Valoriser les Business Drivers (Donner un poid à chaque BD) § Evaluer la valeur stratégique de chaque projet § Sélectionner § Définir les contraintes § Ressources (Compétences) § Budget § Techniques § Optimiser les ressources en respectant les contraintes

Business Driver Strategic Goal: Dedicate our resources to those market areas where we can maintain our existing client base and increase share of market of current clients Business Driver Name: Retain existing clients Grow Customer Share of Wallet Business Driver Definition: Maintain clients and remain competitive in existing markets Sell additional products to existing clients KPI’s: • Client Satisfaction Rates • Client Retention Rates • Variance in % Market Share KPI’s: • % Increase of Market Share • Increase in Revenue

Tangible Intangible Typical Project Criteria § § § § Strategic Proprietary Position - how easily copied Support of Core Competencies Brand Enhancement Commercial Market Impact Market Need Market Timing Technical Feasibility Complexity Financial Earned Commercial Value (ECV) Net Present Value (NPV) Internal Rate of Return (IRR) Return on Investment (ROI)

BD Priorisation The Pairwise Comparison is a proven technique for deriving relative priorities or weights for Business Drivers through performing one-to-one comparisons. Compares the relative importance of Driver B vs. Driver C (row to column) Indicates relative importance of Driver A vs. Driver B (row vs. column)

Priorisation High Risk C A Q B D P E Faible bénéfice R O Fort Bénéfice G F J I H M N L K Low Risk Example: Size - Effort Color - Organization

Sélectionner les bons projets Optimization techniques allow organizations to select portfolios that will deliver the maximum strategic and financial value Use charting techniques to analyze the portfolio 2 L - Priority - H 1 Optimize the portfolio under varying budgetary constraints Portfolio Analysis/Optimization Cost Break constraints and reach the Efficient Frontier 3

Requirements For PPM Success § § § Well defined enterprise goals and objectives Established and maturing PM processes Project reporting and analysis capabilities Integration of project (enterprise) resources Executive support of portfolio process Reevaluate Project Portfolio on a Regular Basis § As Project datas are changing quickly § Market is changing quickly § Enterprise Objectives can change § The Project Portfolio must be reviewed very often

Benefits Of Portfolio Management ü ü ü Validate business strategy and align projects Eliminate redundancies Improve resource utilization Improved schedule performance and time-to-market Reduced staff overload and attrition Facilitate the process of adding, sorting, killing projects so as to meet the Enterprise Objectives

Consistent Progress Towards Best in Class 100% Alignment with Best Practice Prioritization, Optimization & Adv Analytics 89% High Medium Low 75% Prioritization & Optimization 81% 62% 50% Prioritization Only 41% Efficiency 25% 2001 2002 2003 Annual Planning 2004