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Portfolio Management Denis Hellewell 4 March 2005
This presentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Desired outcome A common view of where we are now and how we got there.
A few definitions ,[object Object],[object Object],[object Object],[object Object],[object Object],Found that these definitions weren’t fit for our purpose… so now
A few definitions ,[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits of Portfolio Level Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Delivering Corporate Benefits  Through portfolio management initiatives Benefits objective  objective  objective  Benefits Benefits Benefits Benefits Benefits Delivery Project Delivery Project Delivery Project Delivery Project Delivery Project Project stopped as no identifiable benefit delivery Programme and Project Portfolio
The purpose of Portfolio Management  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Portfolio Management; the link to Governance ,[object Object],[object Object],[object Object],organisation corporate  governance project management portfolio management
Portfolio ‘touch-points’  portfolio management considerations – tying it all together Portfolio of projects decision making Business as usual Business as usual Business   programme Business   education Best practice Project Register Effective project management Alignment to strategy Release management Company planning & forecasting Budget  management Resource  allocation &  commitment
Connecting Projects to Corporate Governance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Coherent reporting structures Programme/Project/Portfolio Governance and Control Projects Operations Board Programme  Board Programme  Manager Business  Health Check Business Sponsor SRO Minister report report report report ,[object Object],[object Object],[object Object],[object Object],[object Object],feedback feedback feedback feedback
Portfolio Management Principal players ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],So how was this actually implemented
Single Portfolio Management and the CoE CoE Basic CoE with a lack of definition within the organisation Programmes & projects CoE Programmes & projects portfolio management  CoE Programmes & projects portfolio management  corporate programme board  corporate board  Formalisation and bounding of the role of the COE Proceeded to grow the functionality by adding functional heads & strengthening the boundaries Identified, reviewed & rationalised the current set of projects & programmes Integrated/migrated the projects and programmes into the CoE over a short period of time Defined portfolio management processes around the CoE This then expands the CoE to incorporate portfolio management processes Sitting outside the CoE is the overall governance in the form of the Corporate Programme Board The Corporate Programme Board report directly into the Corporate board
Portfolio Governance Structure Corporate Programme Board SRO PM PBS SRO PM PBS SRO PM PBS Supplier (IT) Chief Financial Officer  (Director of Finance) Supplier (PDU) Assurance (PDU) Coordination (PDU) Work Package Development Team Work Package Development Team PjM BS PjM BS PjM BS PjM BS PjM BS PjM BS PjM BS
Multiple Portfolios and the CoE Portfolio manager Portfolio manager Portfolio manager portfolio programme board  CoE Programmes & projects portfolio management  portfolio programme board  CoE Programmes & projects portfolio management  portfolio programme board  CoE Programmes & projects portfolio management  Corporate board
So What  Does  a Portfolio Look Like ? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Summary: our Outcomes ,[object Object],[object Object],[object Object],[object Object],[object Object]

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Portfolio Managment

  • 1. Portfolio Management Denis Hellewell 4 March 2005
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  • 6. Delivering Corporate Benefits Through portfolio management initiatives Benefits objective objective objective Benefits Benefits Benefits Benefits Benefits Delivery Project Delivery Project Delivery Project Delivery Project Delivery Project Project stopped as no identifiable benefit delivery Programme and Project Portfolio
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  • 9. Portfolio ‘touch-points’ portfolio management considerations – tying it all together Portfolio of projects decision making Business as usual Business as usual Business programme Business education Best practice Project Register Effective project management Alignment to strategy Release management Company planning & forecasting Budget management Resource allocation & commitment
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  • 13. Single Portfolio Management and the CoE CoE Basic CoE with a lack of definition within the organisation Programmes & projects CoE Programmes & projects portfolio management CoE Programmes & projects portfolio management corporate programme board corporate board Formalisation and bounding of the role of the COE Proceeded to grow the functionality by adding functional heads & strengthening the boundaries Identified, reviewed & rationalised the current set of projects & programmes Integrated/migrated the projects and programmes into the CoE over a short period of time Defined portfolio management processes around the CoE This then expands the CoE to incorporate portfolio management processes Sitting outside the CoE is the overall governance in the form of the Corporate Programme Board The Corporate Programme Board report directly into the Corporate board
  • 14. Portfolio Governance Structure Corporate Programme Board SRO PM PBS SRO PM PBS SRO PM PBS Supplier (IT) Chief Financial Officer (Director of Finance) Supplier (PDU) Assurance (PDU) Coordination (PDU) Work Package Development Team Work Package Development Team PjM BS PjM BS PjM BS PjM BS PjM BS PjM BS PjM BS
  • 15. Multiple Portfolios and the CoE Portfolio manager Portfolio manager Portfolio manager portfolio programme board CoE Programmes & projects portfolio management portfolio programme board CoE Programmes & projects portfolio management portfolio programme board CoE Programmes & projects portfolio management Corporate board
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