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Too many projects, incoming service requests, applications to deploy…
No free resources Asked to do more with less
So how do we…– Make sure we do what really matters?– Make sure we are aligned with the strategic goals?– Assure that we will have a high probability of being
What is Portfolio Management?What is Portfolio Management?
Dynamic decision process, whereby a list of projects is constantly updated and revised.
– New projects are evaluated, selected, and prioritized– Existing projects may be accelerated, killed, or reprioritized– Resources are allocated and reallocated
Includes:– Resource allocation decisions
» Which projects will get funding? Which will receive top priority?
– Business strategy (alignment) decisions– Balance decisions
» Risk vs. return, maintenance vs. growth, short-term vs. long-term projects
Business Drivers for ImprovementBusiness Drivers for Improvement Need to be viewed as a value-added service
– Invest in continuous improvement – do more/better with resources
Need to be prepared for the future– Several major upcoming projects– Anticipated budget constraints– Evolving technology
Support the University’s and CSN’s initiatives– Be cost effective and accountable to the citizens of the state– Promote strategic organizations by developing and supporting
operational and strategic-planning tools and processes
Need to address perceived PM gaps (identified via staff interviews)
– Standards and procedures, communication of priorities, integrated tool sets, education/training, improved value metrics
CSN’s PMOCSN’s PMO We chose the “Control Tower” PMO This type of PMO will enable us to meet our goals:
– Ensure time, cost, scope and quality meet stakeholder requirements
– Make more informed decisions about prioritization– More efficiently utilize current resources– Provide customers with single point of entry for all project
requests– Provide leadership with timely and accurate reporting to assist in
decision making– Support the mission and strategic initiatives of the University
We evaluated key attributes of a PMO* and identified how CSN would implement a PMO to achieve these goals
*Corporate Executive Board’s “Key Developments in the PMO: 2006 Update for Chief Information Officers”
Project manager coaching & developmentTrain, mentor, and provide standardized templates
Best practice collection & disseminationAnalyze project successes/failures to raise awareness, distill best practices & educate on benefits of project management
Project idea screeningDevelop effective project business cases, benefits estimations and selection processes
Portfolio definitionDetermine essential components of CSN’s project portfolio
Portfolio prioritizationCreate comprehensive, fact-based assessment criteria to ensure optimal deployment of CSN resources