® This is a copyrighted and confidential presentation. Please do not copy of circulate with out permission Building Execution Excellence with Program and Project Management: Case Example of a Life Insurance Company Prof. Ajay Parasrampuria Founder www.pmacademy.in | www.i2m.in Copyright Warning: Please note this presentation is a copyright of i2m and it contains key conceptual approaches used by i2m for its client engagements. Please do not copy and or reproduce any of the slides without written permissions of Ajay B Parasrampuria.
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This is a copyrighted and confidential presentation. Please do not copy of circulate with out permission
Building Execution Excellence with Program and Project Management:
Case Example of a Life Insurance Company
Prof. Ajay ParasrampuriaFounder
www.pmacademy.in | www.i2m.in
Copyright Warning:Please note this presentation is a copyright of i2m and it contains key conceptual approaches used by i2m for its client engagements.
Please do not copy and or reproduce any of the slides without written permissions of Ajay B Parasrampuria.
This is copyrighted and confidential presentation. Please do not copy of circulate with out permission
“At the end of the day, you bet on people, not on strategies.
Strategies are intellectually simple; their execution is not simple.
The question is, can you execute?
That's what differentiates one company from another.”
Source: Execution, Ram Charan
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“Why CXOs Fail.”
poor execution is the common thread in the failure of these executives.
One key weakness is the inability to integrate and align all the
initiatives and projects.
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So what has Project Management
go to do with this? isn't meant for infra and IT?
PM is the language of execution and is required when
you want to align/integrate the organization (to
changing reality) and yes there is portfolio and program
management as well as an animal called PMO
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Case Example• Life Insurance company, JV between one of India’s leading business
groups and an European company• Started India operations in 2006, 8000+ employees, 200+ branches
in 12 states of the country• Functional Organization (5 major functions) with a Program
Management Office reporting into the COO• 4 year business transformation plan to be executed with a focus on
profitability and operational excellence value discipline• Challenge of growing the business in current market conditions• Aligning the entire organization to the changing reality with a
strategic portfolio of both cost optimization as well as business transformation initiatives
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Challenges to be overcome• Role clarity between Program/Project Managers, Project
(Business) Leaders and Sponsorship, Business Analyst, PMO Governance
• PM Process adherence and alignment to local context
• Ownership and realization of Business Benefit of Program and Project
• PMO Definition aligned to organizational context and maturity
• Improve visibility, reviews and governance process on program and projects
• Improve program and project planning along with status/performance reporting
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Scope - What was needed• Define a PMO Implementation road map localized to the organization
maturity and context• Define a PM Processes, templates and implement a collaborative tool
(Localized based on Client available methods)• Define the program and project categories, and align the governance,
reporting and PM processes along with role definition• Provide mentoring and implementation support on Program and
Project Plan development for priority programs• Define and Rollout a Professional PM competency certification
program with mentoring/implementation support for PMO team as well as selected managers and program/project leaders
• Conduct interventions for culture and capability development– Regular workshops for program and project leaders– Workshop for Sr. Mgmt aligning them to the PMO Governance and Sponsorship
Processes
• Deploy external PMO managed service till such time internal PMO is staffed or provide PMO services on a continuous basis
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Aligning Issues to PM Scope
Scope
Issues
Portfolio & Governance
Process Localization
PMO Definitionand Road
Map
Capability Dev
Pilot Program Co-
Piloting
PMO Support Service
Alignment and Process Adherence of PM Processes
Role Clarity between PMO, PM, BA, PL, PS
Localized PMO Implementation Road Map
Improvements in Planning and Performance Reporting
Governance and Reporting - Comprehensive and cohesive View & Analysis by PMO of all projects
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• Analyze the Project Portfolio• Prioritize the Programs for development and Support• Interact and align the expectations• Define the implementation schedule and measures of success of the
initiative– Develop (1 month)
• Define the PMO Implementation Road Map• Customize the Processes and Methodology• Design the Capability Dev. Interventions• Initiate Program Plan Development
– Execute (concurrent to Develop phase – 6 months)• Deliver the Interventions/workshops• Provide PM/PMO support• Monitor the Progress
– Transition (concurrent to Execute Phase – 6 months) • Move into Managed Services Support• Transition Processes and Capabilities to client organization
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Our Credentials
12
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PM Academy
Workshops
PM Certificatio
nE-Learning
i2m Professio
nal Services
Implementa-tion
Support
PMO Managed Services
Consulting
13
Our Service Verticals
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PM Certification Program MethodologyLinking Learning to Performance
3-day Experiential workshop on 8 core
competencies
PM Toolkits(Excel based)
Access to learning content (lecture
recordings, lessons,
assessments,..)
Organizations Intranet, Community of Practice
8 Weekly Web based Mentoring
Sessions(Each Competence)
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ClienteleProcess and Methodology Development
Consulting
Training & Education
IP & Knowledge Assets
Methodologies + ToolkitsPMO Deployment
Mega ProjectsPortfolio Optimization
Strategy Execution Framework
ContentMetrics/Dashboard Library
Learning Content + Indian case examples
Assessment Methods and Metrics
PM/PMO Deployment
StrategicInterventions
Competency Certification
E-learning
COE Partnerships
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Customer Speaks..H
K S
ingh
al,
Hea
d P
MC
oE
I would like to place on record the commitment that i2m’s has shown to ensure that we realize ROI on our investment. You guys have certainly covered the extra mile to get us the big numbers. This would not have been possible without your support. It also reflects that all the steps that we took together worked well and the outcome is the reflection of the same.
MC
S R
eddy
, E
VP Partnering with i2m was
indeed an experience as they supported our organization's efforts in overcoming obstacles towards managing mega projects worth $10 billion. From establishing a Corporate Portfolio and Program Management Office to designing structured process frameworks, we felt they delivered value and performance across our businesses. I am impressed with i2m's dual ability in not just defining new frameworks but also training and mentoring our team in executing those frameworks.
Pra
mod
Kris
hnam
urth
y, E
VP A substantial number of
our people have benefited greatly from the program on PM training and mentoring. The concepts were explained in a lucid manner that people found easy to understand, and more importantly, found them possible to implement in their respective areas, with some further mentoring help. The PMO that i2m helped set up for us has enabled us substantially in being able to track our large portfolio of projects, measure key metrics, attribute reasons for delays, analyze resource loading, and align our project portfolio better to business direction.
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