Key Questions and Ideas this presentation addresses: · How to manage a Portfolio if you don't have a PMO? · How to say no to a project request? · Portfolio Governance · How to setup a portfolio management office? · How to engage the business or practice groups? · How to develop a mature portfolio practice? · What are the steps for setting up a PPM capability?

1. The Accidental
Portfolio Manager
Who is managing the forest if you're tending the trees?
Gerald J. Leonard
Director, Legal and Commercial Programs
Edwards Project Solutions

2. Gerald’s Profile
During the last 18 years Gerald has worked as a IT
Project Management consultant
4 Years implementing Projects, Programs, IT Portfolios
and IT Governance at a AMLAW 20 Law Firm
Earned the PMP, MCSE, MCTS, CQIA, COBIT Foundation
and ITIL v3 foundation certifications
Certifications in Project Management and Business
Intelligence from University of California, Berkeley
Executive Leadership Certification from Cornell
University

3. Are you tending a tree?

4. When you should be managing
the forest.

5. What?
Why?
How To
Setting
Up a PMO

6. What is Portfolio
Management?
Portfolio Management is a capability that enables
organizations to analyze, select and manage a collection
of project investments that are aligned with your
company’s goals and objectives within a data driven
decision making framework.
Portfolio Management also coordinates the acceptance,
approval, postponement, rejection or cancelation of a
project which will not realize the proposed benefits or
the corporation’s strategic outcomes.

7. What is IT Governance?
Governance is the process of putting policies,
procedures and processes in place to guide
organizational operational activities and changes.
Governance warrants the achievement of an
organization’s objectives by strategically aligning daily
activities, setting direction, providing guidance on
decision making and monitoring performance.

8. How Does PPM Work Within a
Firm?

9. Audience Poll
Go to http://ilta.cnf.io on your mobile device or
laptop.
What is your greatest challenge with implementing
Portfolio Management?

10. What?
Why?
How To
Setting up
a PMO

11. Why is Portfolio Management
and Governance Important?
Organizations that practice
Portfolio Management and
Governance are 20% more
profitable than their competitors.
(IT Governance, Peter Weill)
2/3 of organizations that employed
PPM reported that 90% of their
projects perform to expectations.
Higher levels of portfolio alignment
increase stakeholder satisfaction.

12. Why is PPM different than PM?

13. The Chaos of a Multiple
Project Environment

14. Audience Poll
Go to http://ilta.cnf.io on your mobile device or
laptop.
What are the pain points that your organization is
experiencing that is driving PPM?

15. What are the pain points?
Pain Points
Triggers
Frustration with failed Initiatives,
rising IT costs and low value outcomes
Call for IT Infrastructure reduction –
fewer data centers
Significant incidents related to IT –
project failure
Change in the organization’s operating
model
Limitation on the organizations
innovation capabilities and business
agility
New regulatory or compliance
requirements
IT is seen as a bottleneck
Significant technology change or
paradigm shift
Duplication of business processes or
overlapping initiatives
New CIO, CFO, CEO or Executive
Director
Hidden and rogue IT spending;
Insufficient IT resources
Desire to significantly improve the
value to be gained from IT.

16. What are the benefits of
adopting Portfolio
Management?
Positive impact on project
performance and the
organization’s overall project
portfolio
PPM increase the organization’s
project management capability
effectiveness and efficiency
Organizations that implement PPM
have better executive engagement

17. What?
Why?
How To
Setting up
a PMO

18. How To Manage a PPM Without
a PMO
Which came first, the chicken or the egg?
The Portfolio or The PMO

19. How To Engage Practice Areas
Within a Firm
Provide answers to the following questions
that your executives are concerns about:
• What criteria have we applied to determine if
project Y is the right investment?
• Are we adopting best practices and using standard
tools and processes?
• What outcomes should I expect in the next 3 months
and what deployments will impact my area in the
next 3 to 6 months?
• What cost improvements can I expect to see after
this program has been executed?

20. How To Say No To Project
Request

21. How To Prepare the Firm for
Change
Portfolio Management primary goal is to align
the firm’s activities with their core objectives
and goals. This is true for individual as well.
How can we utilize the LUCK principles in our
change management efforts in the way that
Nelson Mandela changed South Africa? The
answer is we need luck!
LUCK =
Laboring:
Under:
Correct:
Knowledge:
http://www.principlesofexecution.com/principles-ofexecution/2012/02/got-luck.html#more

22. How To Address Project
Overload
Determine the
maximum number of
projects your
department can
handle and obtain
leadership buy-in.

23. What?
Why?
How To
Setting up
a PMO

24. What are the Steps for Setting
up a PMO?
Plan
• Create Portfolio Management Office Charter
• Develop the Portfolio Management Framework
• EPMO Org, WBS, Budget Planning, Policies and Procedures
• Portfolio Steering Committee Action Plan
• Portfolio Documentation, Tools, and Reporting
Implement • Portfolio Information & Communication
Close Out
• Portfolio Management Sign off and Closeout
• Lessons Learned

25. People, Process and Technology
Legend
CNI = Capability Not Implemented
CIL = Capability Implemented but Limited
CI = Capability Implemented

26. Obtaining Executive Buy-in
Learn to speak the language of your executive team.
Relate your request to what your competitors are doing.
Show them how your request will solve their key issues.

27. Tips For Establishing a PPM
Practice
Start with developing a stream line process, focus on
collaboration and then determine which tools will meet
your needs.
Ensure that your processes and structure are flexible to
meet your organizations needs.
Create a document repository of best practices that are
available to everyone in your organizations.
Establish a process owner for each process you develop.
Develop a straight forward portfolio recalibration
process

28. Developing a Mature PMO
Maturity comes not
with age but with
the acceptance of
responsibility. You
are only young once
but immaturity can
last a lifetime!
By Edwin Louis Cole
Gartner (April 2012)

29. Questions & Answers

30. Resources
Books
CIO Best Practices
IT Governance
Optimizing Corporate Portfolio Management
Strategic Project Portfolio Management
Project Portfolio Management
Advanced Project Portfolio Management and the PMO
Websites and Blogs
http://www.principlesofexecution.com/psgs/
http://www.isaca.org/cobit/pages/default.aspx
http://www.corporateportfoliomanagement.net/Articles
http://www.prioritysystem.com/implementingppm.html

31. Contact Information
Gerald J. Leonard, PMP, MCTS, CQIA, ITIL, COBIT
Director, Legal and Commercial Programs
Edwards Project Solutions (www.edwps.com)
Telephone: 800-556-2506
Email: gleonard@edwps.com
Twitter: @geraldjleonard
Blog: http://www.principlesofexecution.com