Project Portfolio Management considering Resources! Impossible? Joerg Leute's presentation at Gartner PPM and IT Governance Summit 2013, London

1. PROJECT PORTFOLIO MANAGEMENT
CONSIDERING RESOURCES! IMPOSSIBLE?
Gartner PPM and IT Governance Summit 2013 | London

2. 19.06.2013 Gartner PPM and IT Governance Summit 2013 | London2
RESOURCE MANAGEMENT – A TYPICAL SETTING
FROM A CUSTOMER IN THE BANKING SECTOR
Setting
• 50 projects are competing for around 110 IT-developers
• Extreme bottlenecks in some dev teams
• Strategical and legal topics with hard deadlines
• Dynamic portfolio with pressure from technical innovation,
new trends, security concerns and new product ideas
The task: Set up a project portfolio with
• The right topics
• At the right time
• With the optimal usage of the resource

3. CHALLENGE 1: MISSING
VISIBILITY OF PROJECT-
IMPACT ON RESOURCES

4. 19.06.2013 Gartner PPM and IT Governance Summit 2013 | London4
MISSING VISIBILITY

5. CHALLENGE 2: THE
MISMATCH OF CURRENT
PORTFOLIO-APPROACHES
WITH RESOURCES

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HOW TO RANK PROJECTS?

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WITH FINANCIALS?
20.000 €
70.000 €
10.000 €
50.000 €

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MISMATCH

9. CHALLENGE 3: ARTIFICIAL
INTELLIGENCE

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AUTO OPTIMIZE THIS (SIMPLE EXAMPLE)
 
n
i
n
nn
t t
RoletyAvailabili
RoleDemand
iRisk
lignmentStrategicA
Cost
Benefits
11
)(
)(
*
)*1(
1
**

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EFFICIENT FRONTIER

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OPTIMIZING THE WRONG THINGS

13. AND THAT LED TO

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AND THAT LED TO
• Piles of Excel outside the actual PPM tool
• Disappointments : „it took us so long to get
the operative resource management
processes to work – why can‘t we use it for
strategical decisions then?“
• Still bottlenecks
• Still unused capacities
• Still people knowing it better

15. PROJECT PORTFOLIO
MANAGEMENT
CONSIDERING RESOURCES
IMPOSSIBLE?

16. TOOLS: ARTIFICIAL INTELLIGENCE
IS NOT THE SOLUTION

17. The Law of Requisite Variety
To control a system of a certain complexity, we need
another system with a greater complexity.*
* “If a system is to be stable the number of states of its control mechanism must be greater than or equal to the number of states in the
system being controlled.” Ashby, William Ross, An Introduction to Cybernetics, Chapman & Hall, London, 1956, p. 124

18. THE MEISTERPLAN HYPOTHESES
1. The human brain is by far more complex
than a set of project plans.
2. IT should do what IT does best: calculate.
3. An experienced person that is supported by
a responsive IT tool will be able to create
masterly plans. Meisterplans.

19. quick live demonstration
to demonstrate the benefits of
this approach

20. 19.06.2013 Gartner PPM and IT Governance Summit 2013 | London20
Prioritize Prioritize Prioritize
Identify
Generic
Roles
Determine
the
Quantity
of Each
Role
Identify
Bottleneck
Resource /
People
Match
High-level
Demand to
Supply
Time-
sequence
Projects
Send to
PMO for
Resource
Allocation
SO: ALL TASKS ARE CHECKED
A Realistic Stream of Work is
Capacity Constrained
Concept
Document
Go/No
Go
Business
Case
Proposed
Portfolio
Portfolio
Analyzed
Portfolio
Approved

21. • Not yet another PPM-Tool - Business
Intelligence for Resources.
• Specializes on resource issues
• Interactive and Intuitive
• Reads and consolidates data from
common PPM-software (including Excel)
• In the cloud or on premise

22. 19.06.2013 Gartner PPM and IT Governance Summit 2013 | London22
Joerg Leute
joerg.leute@meisterplan.com
Tel. +49 7071 3667-7401
www.meisterplan.com
twitter.com/meisterplaner
facebook.com/MEISTERPLAN
SEE US AT
BOOTH PL4