Transcript
Andy Jordan
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45 minutes of presentation
15 minutes of live Q&A
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Featured Speaker: Andy Jordan
Founder & President, Roffensian Consulting Inc.
Author of Risk Management for Project-Driven Organizations
Contributing author for ProjectManagement.com
Speaker: Kristen Davis
VP of Sales Consulting, Innotas
PPM Industry Veteran & Thought Leader
HP, Mercury, Kintana, and Accenture
Background
The two major trends in strategic success
◦ Portfolio management
◦ Strategic resource management
Delivering success
◦ The need for integration
◦ Aligning priorities and benefits
◦ Effective and efficient measurement and improvement
◦ The right tools
What you need to do - now
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Portfolio management has gained significant traction in recent years
◦ Recognition of the importance of tying project execution to strategic goals
◦ Value of central planning and execution
But performance is still not where it needs to be
◦ Inefficiencies not being driven out – especially around resources
◦ Portfolio execution not integrated with rest of the business
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6
Idea Business Case Selection Execution Benefits Realization
Portfolio management has much greater scope than project management
Success requires all elements to work together
Improvement cycles are slow because process is generally annual
Traditional resource management is designed to fail:
◦ Is focused at project level only, not whole portfolio
◦ Silos resources – project vs. operations vs. support
◦ Is reactive – responds to needs / problems, doesn’t anticipate them
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And it fails very successfully!
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Planning
•Inclusive
•Needs driven
•Independent
Selection
•Integrated
•Capability &
capacity
•Prepared for
change
Execution
•Proactive,
not reactive
•Focus on
objectives
•Agile
Realization
•Managed
change
•Opportunity
realization
•Benefits
timing
GainImplementPlan
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• Idea generation and capture
• Preliminary screening
• Business casing
• Prioritization and selection
Portfolio management
• Appropriate skills for planning
• Capacity and capability planning
• Utilization projections
• Anticipating the need for change
Strategic resource management
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•Formal portfolio reviews
•Portfolio level change management
•Alignment management (goals and actuals)
Portfolio management
•Ongoing capability and capacity forecasts
•Evolving impact analysis (all business areas)
•Resource agility management
Strategic resource management
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•Benefits tracking
•Accountability
•Benefits variance management
Portfolio management
•Validation of impacts (timing and amount)
•Management of resource transformations
•Change support
Strategic resource management
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• What are
we doing?
• What have
we achieved?
• What should
we do?
• What can
we do?
Resources Planning
ExecutionRealization
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Resource
• Utilization
• Skills vs.
Needs
• Single points
of expertise
• Engagement
Portfolio
• Alignment
with goals
• Opportunities
and threats
• Capability and
capacity
Success doesn’t come from choosing between PPM or resource management tools
◦ You need both, and they MUST be integrated
◦ The disciplines need to be viewed as two elements of strategic execution
Tools must form the platform that supports strategic execution
◦ Fundamental to the way the organization operates
◦ Aligned with all processes and practices
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Strategic Execution
Goals &
Objectives
Planning &
Decision
Support
Selection &
Approval
Leadership &
management
Portfolio Management
Planning &
Prioritizing
Execution
Support
Reporting &
Analytics
Resource Management
Planning &
Forecasting
Enterprise wide
management
Reporting &
Analytics
Stop thinking of portfolio management and resource management as separate disciplines
◦ Together they drive synergy
◦ Separately they create ‘noise’ and inefficiency
Identify opportunities for improvement and gain organizational support
◦ Many organizations recognize that PPM and resource management are sub optimal
◦ But few know what to do about it
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Develop an improvement plan with tangible goals and objectives
◦ Be realistic – planning is a slow cycle
◦ Ensure that benefits are achieved and sustainable before moving on
Invest in tools that support and enhance your capability
◦ Flexible enough to adapt and grow with you
◦ Powerful enough to drive improvements
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Innotas © 2015
Cloud Portfolio Management For Visibility & Alignment
Project Portfolio Management (PPM)
Application Portfolio Management (APM)
Agile Portfolio Management
Resource Management
Predictive Portfolio Analysis
Innotas Overview
“Leader” in Cloud PPM –
Three Years Running
“Leader” “Winner” in Project
Management Software“Top 10” - Three
Years Running
500+ Customers – Healthcare, Education, Technology, Retail, Government, and Financial Services
Innotas © 2015
Time
Alignment
& Prioritization
Return On
Investment (ROI)
Predictive
Planning &
Forecasting
Business
Agility
Resource Management
(Capacity & Demand)
Reduce
Redundancy &
Eliminate Low
Priority Projects
Reduce Planning
Time & Increase Plan
Accuracy
Quicker
Response To
Plan Changes
The Innotas Advantage™
Improve Resource
Utilization & Focus On
The Highest Value
Projects
Execution Planning
Feedback
20
Innotas
Phone: +1 866-692-7362
Email: info@innotas.com
Twitter: @Innotas
LinkedIn:
linkedin.com/company/innotas
Blog: blog.innotas.com
Learn More: www.innotas.com/resources
Andy Jordan – Roffensian
www.roffensian.com
Email:
andy.jordan@roffensian.com
Twitter: @RoffensianPM
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