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

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• 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

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• 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

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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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