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Building Project Management Value  through Strategic Alignment Professional Development Conference  PMI-SAC, Calgary, Alberta  Fadi Samara, M.Sc., PMP [email_address] 416-848-7115 Oct 13, 2005
Getting Value from Project Management ,[object Object],[object Object],[object Object]
Measuring Project Success ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The Value of products and services you deliver To customers minus cost of goods or services sold or paid to outside vendors.
Why is it so hard to assess PM value ,[object Object],[object Object],[object Object],[object Object]
Three P’s – PMI Definition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Putting the P’s together – A High Level Project Portfolio Management Model NPI  Technology  Operations  New Objectives Complete A N N U A L Quarterly Monthly Strategic Planning Project Management Business Unit Planning Project Portfolio Management Post Audit Strategic Initiatives A B C ssess Value alance Capacity ommence Execution Remove Low Value Projects Reassess Executing Projects Programs Capital  Management
Portfolio Management linked to Strategic Planning ,[object Object],[object Object]
Program Management linked to Strategic Planning ,[object Object],[object Object],[object Object]
Project Portfolio Management Detailed Model Unapproved Cancelled In-Progress Projects On-Hold Projects Portfolio Screening New Projects Project Scoring Portfolio Ranking Portfolio Simulation Out of Capacity Complete A N N U A L Quarterly Monthly Portfolio Monitor Pre-Assessment Approved and not Resourced Strategic Planning Project Management Business Unit Planning Project Portfolio Management Post Audit Strategic Initiatives In-Progress Projects On-Hold Projects Screened Approved Unapproved
A-B-C Process of Project Portfolio Management          Project Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Program  Management Commence Balance Assess Portfolio Management
Project Portfolio Management Processes ,[object Object],[object Object],Project Ranking ,[object Object],[object Object],[object Object],Project Scoring ,[object Object],[object Object],Project Screening Functionality Process
Project Portfolio Management Processes… continued Functionality Process ,[object Object],[object Object],[object Object],[object Object],Portfolio Definition ,[object Object],[object Object],[object Object],Portfolio Monitoring ,[object Object],[object Object],[object Object],[object Object],Portfolio Simulation
Build a portfolio plan with 3 P’s in mind Construction Stage  deliverables & dependencies Project deliverables  & dependences Program deliverables  & dependencies Portfolio deliverables & dependencies
Executive Portfolio Summary Yellow $200K $275K 28/NOV/03 10/FEB/04 40% Introduce ePost - VP Billing         Green $300K 23/SEP/03 60% Create Marketing Campaigns - VP Billing Promote eBilling Reduce Invoice Production cost by 20% Billing Billing Status Original & Current Budget Original & Current End Date % of Objective Project Idea & Sponsor Objective Program Strategic Initiative
Implementing PM while demonstrating value ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Implementing PM while demonstrating value ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Leading the Profession ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How do you know you succeeded? ,[object Object],[object Object],[object Object]
Questions & Answers Your Thoughts
Change is Constant Resilience

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Building Project management Value through Strategic Alignment

  • 1. Building Project Management Value through Strategic Alignment Professional Development Conference PMI-SAC, Calgary, Alberta Fadi Samara, M.Sc., PMP [email_address] 416-848-7115 Oct 13, 2005
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  • 6. Putting the P’s together – A High Level Project Portfolio Management Model NPI Technology Operations New Objectives Complete A N N U A L Quarterly Monthly Strategic Planning Project Management Business Unit Planning Project Portfolio Management Post Audit Strategic Initiatives A B C ssess Value alance Capacity ommence Execution Remove Low Value Projects Reassess Executing Projects Programs Capital Management
  • 7.
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  • 9. Project Portfolio Management Detailed Model Unapproved Cancelled In-Progress Projects On-Hold Projects Portfolio Screening New Projects Project Scoring Portfolio Ranking Portfolio Simulation Out of Capacity Complete A N N U A L Quarterly Monthly Portfolio Monitor Pre-Assessment Approved and not Resourced Strategic Planning Project Management Business Unit Planning Project Portfolio Management Post Audit Strategic Initiatives In-Progress Projects On-Hold Projects Screened Approved Unapproved
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  • 13. Build a portfolio plan with 3 P’s in mind Construction Stage deliverables & dependencies Project deliverables & dependences Program deliverables & dependencies Portfolio deliverables & dependencies
  • 14. Executive Portfolio Summary Yellow $200K $275K 28/NOV/03 10/FEB/04 40% Introduce ePost - VP Billing         Green $300K 23/SEP/03 60% Create Marketing Campaigns - VP Billing Promote eBilling Reduce Invoice Production cost by 20% Billing Billing Status Original & Current Budget Original & Current End Date % of Objective Project Idea & Sponsor Objective Program Strategic Initiative
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  • 19. Questions & Answers Your Thoughts
  • 20. Change is Constant Resilience