Material de la sesión de noviembre de 2015 de #eadaProjectManagement

1. Enterprise Project Portfolio
Management – Open talk
Montserrat GUARDIA GUELL – Software Engineering Services Director,
Group IT
Barcelona, November 5th, 2015
EPPM– Open Talk, Barcelona Nov 5th, 2015

2. Technip 2008
3
VIDEO
Doing the Right Thing
Trusting the Team
Encouraging a Fair Return for All
Building the Future
Introduction

3. 6
Our primary motivator
Take-it-further - Our Values
EPPM– Open Talk, Barcelona Nov 5th, 2015

4. Innovation is about discovery
4
BE ACTIVE
on Gathering & Generating Ideas
EPPM– Open Talk, Barcelona Nov 5th, 2015

5. 5
ENSURE
In all locations ideas can
be formalized
Diversity sparks innovation
Subsea
Offshore
Onshore
EPPM– Open Talk, Barcelona Nov 5th, 2015

6. GARANTEE
Share ideas & onpassed to
the next maturity step
across all group as
necessary
6
Trusting the team
A “speak-up culture” and open leadership styles
EPPM– Open Talk, Barcelona Nov 5th, 2015

7. A “speak-up culture” and open leadership styles
Funnel model? Take it further
7
MATURE
idea towards GATE ZERO
EPPM– Open Talk, Barcelona Nov 5th, 2015

8. Is link to Group long term strategy ?
Are we focus on the right thematics?
Are the Roles and resources clearly identified?
Monitor
13

9. Can we follow-up after
launching?
9
Is just a Pure
Techno Push
without end user
thinking?
Monitor
Priorization
EPPM – Open Talk, Barcelona Nov 5th, 2015

10. 10
People from different galaxies… …in a place that is different
We could imagine that When in Comes to manage several projects
WHAT WE NEED …
The Formula
EPPM– Open Talk, Barcelona Nov 5th, 2015

11. 11
Is, us, people…
( but the people )
…in places not so different
But all that is needed is …
The Formula
EPPM– Open Talk, Barcelona Nov 5th, 2015

12. Skills
A degree of cultural
change
State of mind
Communication
Enablers
Resources -
Competencies
The Formula
17 EPPM– Open Talk, Barcelona Nov 5th, 2015

13. 13
The Key
EPPM– Open Talk, Barcelona Nov 5th, 2015

14. Enterprise Project Portfolio Management (EPPM) is the practice of
taking a top-down approach to managing all project-intensive work and
resources across the enterprise.
This contrasts with the traditional approach of combining manual
processes, desktop project tools, and PPM applications for each
project portfolio environment.
Enterprise Portfolio Project Management
17 EPPM– Open Talk, Barcelona Nov 5th, 2015

15. When, What & Why?
In the early 2000s, many PPM vendors realized that project portfolio
reporting services only addressed part of a wider need for PPM in the
marketplace.
Another more senior audience had emerged, sitting at management and
executive levels above detailed work execution and schedule
management, who required a greater focus on process improvement
and ensuring the viability of the portfolio in line with overall strategic
objectives.
In addition, as the size, scope, complexity, and geographical spread of
organizations’ project portfolios continued to grow, greater visibility
was needed of project work across the enterprise, allied to improved
resource utilization and capacity planning.
17 EPPM– Open Talk, Barcelona Nov 5th, 2015

16. Project Portfolio Management (PPM) is the centralized
management of the processes, methods, and technologies used
by PROJECT MANAGERS and PROJECT MANAGEMENT
OFFICES (PMOs) to :
(1) analyze and collectively manage
(2) current or proposed projects
(3) based on numerous key characteristics
The objectives of PPM are to :
(1) determine the optimal resource mix for delivery
(2) schedule activities to best achieve an organization’s
operational and financial goals
(3) while honoring constraints imposed by customers, strategic
objectives, or external real-world factors.
What?
17 EPPM– Open Talk, Barcelona Nov 5th, 2015

17. Key aims of Enterprise Project Portfolio
Management
&
Project Portfolio Optimization
17 EPPM– Open Talk, Barcelona Nov 5th, 2015

18. A) Prioritize the right projects and
programs:
1) guide decision-makers
2) to strategically prioritize,
3) plan,
4) and control
5) ensures the organization
6) continues to
7) increase productivity
8) and on-time delivery - adding
value,
9) strengthening performance,
10)and improving results
What for?

19. B ) Eliminate surprises :
1) oversight provides managers and executives
2) with a process to identify potential problems earlier in the project lifecycle,
3) and the visibility to take corrective action before they impact financial results.
C) Build contingencies into the overall portfolio:
1) flexibility often exists within individual projects but, by integrating
contingency planning across the entire portfolio of investments, organizations
can have greater flexibility around how, where, and when they need to
allocate resources, alongside the flexibility to adjust those resources in
response to a crisis
What for?

20. D ) Maintain response flexibility:
1) with in-depth visibility into resource allocation, organizations can quickly
respond to escalating emergencies by maneuvering resources from other
activities,
2) while calculating the impact this will have on the wider business.
E) Do more with less: For organizations to systematically review project
management processes while cutting out inefficiencies and automating those
workflows and to ensure a consistent approach to all projects, programs, and
portfolios while reducing costs.
F) Ensure informed decisions and governance: by bringing together all project
collaborators, data points, and processes in a single, integrated solution, a
unified view of project, program, and portfolio status can be achieved within a
framework of rigorous control and governance to ensure all projects consistently
adhere to business objectives.
What for?

21. G) Extend best practice enterprise-wide: organizations can continuously vet
project management processes and capture best practices, providing efficiency
as a result.
H) Understand future resource needs: by aligning the right resources to the
right projects at the right time, organizations can ensure individual resources are
fully leveraged and requirements are clearly understood.
What for?

22. The key to successful operation is to be able to move from
drawing board to business benefit
- «the Successful
Exploitation of a New
Idea» E. von Hippel,
Harvard, MIT
The Key
What the users “desire”?
What is possible with technology?
What is viable in the marketplace?
17 EPPM– Open Talk, Barcelona Nov 5th, 2015

23. 23 EPPM– Open Talk, Barcelona Nov 5th, 2015

24. XXI Century - > the next generation
22 EPPM– Open Talk, Barcelona Nov 5th, 2015

25. 25
Caption of the photo
Slide with several visuals
Conclusion of the slide
Thank you
VIDEO17 EPPM– Open Talk, Barcelona Nov 5th, 2015