Pmi ppm 100514 keynote

Mr. Robert Twiddy provides key strategy, program and project management, training, coaching and
mentoring to executives of top worldwide companies. He is currently visiting associate professor at
Thammasat Business School, strategy advisor to NLP Top Coach in Thailand and provides training,
coaching and consulting through PSI Solutions. He has provided Balanced scorecard, Project
Management Coaching, PM Methodology, Project portfolio management and supporting IT methods
tools and techniques. He has published papers on research with Thammasat Business School in How
Thai companies translate strategy in to action with an emphasis on the ASEAN Economic Community
preparation for 2015 and beyond”
Project Portfolio Management

!
10 May 2014

Session Title: Introduction to Project Portfolio Management

As businesses look for closer strategic alignment and execution of
their strategy, the Project Portfolio Management model has matured
to include how a portfolio of projects link to a company’s strategic
goals. Indeed Google, Apple and leading companies are using this
approach to invest in future projects. Introductory PMI Thailand
Chapter presentations have introduced Project Portfolio
Management.
This half-day session introduces the subject with a speciﬁc exercise
in creating the criteria to select projects and establishing the
framework and supporting charts to select such projects for future
execution. Most importantly the session introduces how to do
strategic alignment using the balanced scorecard.
What participants will achieve

•
Understanding of the overall PPM model

•
Strategic alignment exercise

•
PPM framework exercise for selecting projects

•
Understanding of PPM tools
What participants will learn
The new PMI PPM certiﬁcation

•
Introduction to Balanced Scorecard

•
Building selection criteria for projects

•
What you need to do in your organization to introduce PPM
!

PMI’s
PULSE OF THE PROFESSION IN-DEPTH REPORT
PORTFOLIO
MANAGEMENT

Pulse of the Profession Portfolio Management10
SOME OF THE INDUSTRIES REPRESENTED:
OF THOSE SURVEYED:
ANNUAL REVENUE:
40%
are business
unit portfolio
managers
27%are external
client portfolio
managers
33%are enterprise
portfolio managers
Information Technology
8%
Consulting
7%
Manufacturing
6%
Telecom
25%
12%
Financial
Services
10%
Government
Less than US$50 million
Between US$50 million and US$1 billion
Between US$1 billion and US$5 billion
Over US$5 billion
14%
26%
19%
41%
About the Study
PMI’s 2012 Pulse of the Profession In-Depth Report: Portfolio Management was conducted
in March 2012 among 443 portfolio managers around the world.
Regardless of type, they have been
portfolio managers for an average of
6 years(and project managers for about 14 years)

Pulse of the Profession Portfolio Management3
Why Do Organizations Need Portfolio Management?
WHY DO ORGANIZATIONS PRACTICE PORTFOLIO MANAGEMENT?
Customer Satisfaction
Cost Reduction
Revenue Growth
Improved ROI
Improved Development Costs
Regulatory Compliance
Innovation
Internal Knowledge Sharing
Employee Satisfaction
Share of Market
Sustainability
Supplier Relations
73%
59%
58%
45%
40%
35%
34%
32%
29%
21%
18%
12%
0% 40%10% 50%20% 60%30% 70% 80%
A portfolio should be a true measure of an organization’s intent, direction and progress. And portfolio
management helps create a blueprint toward that vision.
The projects an organization has
today demonstrate where it is now. The portfolio shows where the organization is going.
5 KEY DRIVERS OF EFFECTIVE PORTFOLIO MANAGEMENT
Senior management
receptivity
78%
Standardized metrics
and criteria
62%
Competent portfolio
governance
66%
Consistency and logic
of organizational
strategic objectives
59%
Mature project
management ofﬁce
58%

Improved
portfolio
management
The Result
Increased
ROI and
less risk
More powerful
business value
= =
Conclusions and Implications
Portfolio management is more than a theory. Executed effectively, it delivers solid
business benefits—whether it’s greater efficiency or a boost to the bottom line.
Organizations that described themselves as highly effective in portfolio man-
agement increased the average number of projects meeting or exceeding their
forecasted ROI by nearly 30 percent compared to those that described themselves
as minimally effective.

All of these benefits can give organizations a distinct advantage over competi-
tors. Such forward-thinking strategic project planning transforms organizations
from defensive and reactive to proactive and dynamic.
Portfolio management drives increased ROI and reduces risks—helping orga-
nizations consistently deliver business value, a rare commodity in today’s volatile
global marketplace.
AVERAGE PERCENTAGE OF PROJECTS:
Highly effective
at portfolio
management
Minimally effective
at portfolio
management
%
Increase
Completed on time 68% 50% 36%
Completed on budget 64% 54% 19%
Met original goals and business intent 77% 65% 18%
Met/Exceeded forecasted ROI 62% 48% 29%

PMI Certiﬁcations
• Certified Associate in Project Management (CAPM)®
• Project Management Professional (PMP)®
• Program Management Professional (PgMP)®
• Portfolio Management Professional (PfMP)SM
• PMI Agile Certified Practitioner (PMI-ACP)®
• PMI Risk Management Professional (PMI-RMP)®
• PMI Scheduling Professional (PMI-SP)®

PMI Launches PfMP
• Launched 2013 PfMP certiﬁcation

• Handbook

• Eligibility criteria

• Exam content

• Release of Project Portfolio Management
3rd Edition

Comment
• Set up to work towards certiﬁcation

• Very few people right now

• PMI entering into connecting projects to
strategy and linking with Palladium Bob
Kaplan

• PMI entering into Business Analysis
certiﬁcation

Projects
Portfolio aligned to strategy

Projects tended to be focused in isolation

as opposed to a Portfolio

Tuesday, 15 January 13
Management Processes

Project(Por)olio(Management(8(Lifecycle(
Create Select Plan Manage

Demand Management
Portfolio Selection Capacity Planning
Resource Management
Financial Management
Time Reporting
Portfolio Reporting
Project Reporting
Team Collaboration
Project Scheduling
Program Management
Project(Por)olio(Management(8(Core(Processes(
Create Select ManagePlan

Create(
Standardize(the(collecDon(of(all(work(across(the(Enterprise(
Create Select Manage
•  Capture+all+requests,+from+work+orders++
+++++++to+strategic+projects+
•  Standardize+metrics,+valua0on+criteria++
+++++++and+templates+
•  Control+investments+through+governance++
++++++++workﬂow++
Plan

Select(
Invest(in(project(porKolios(that(align(with(strategic(prioriDes(
Create Select Manage
•  Objectively prioritize business drivers
and drive consensus
•  Derive varying priority scores to evaluate
competing investments
•  Identify portfolios that align with strategy
and maximize ROI
•  Utilize advanced portfolio analytical
techniques to reach the Efficient Frontier
Plan

Why is “doing the right projects” (=PPM) important?
PM
PPM
75% 100%
66%
100%
50% value realized
50% value lost
Selecting
the right
Investment
‘Do the right
things’
Delivering the investments right
‘Do the things right’

Plan(
Finalize(project(delivery(roadmap(based(on(resources(availability(
•  Identify resource gaps across the planning
horizon
•  Finalize release roadmap and headcount
requirements to maximize resource utilization
•  Search for team members with availability
and assign to project
•  Finalize plan and baseline before moving
into execution

Manage(
Measure(and(Track(performance(at(the(project(and(porKolio(level(
•  Collaborate to effectively deliver selected
projects
•  Proactively monitor portfolio performance and
visualize trends
•  Drill down to the project level to assess risks,
issues and status
•  Track and compare budget, actual and
forecast values
•  Take corrective actions to improve project
performance

Page ! 15
Create+ Select+ Plan+ Manage+
PPM+
Life+Cycle+
Steps:+
Gov.+Phases:+
Final++
Approval+
Baseline+
PPM+Tech.+
Adop0on:+
Por)olio(Dashboard(
Por)olio(OpDmizer(Por)olio(Builder(
Complete+
Project++
Request++
Form+
1st++
Review+
2nd++
Review+
Resource+Requirements+
Business!Case!Development!
Cost+Es0mates+
Risk+Assessment+
Phase+&+Milestone+Planning+
Strategic+Alignment+Assessment+
2+
1+
4+
5+
6+
Beneﬁt+Forecasts+3+
Por5olio+Priori0za0on+
Strategic+Value+
Financial+Value+
Risk+Value+
1+
2+
3+
Por5olio+Op0miza0on+
Char0ng+Analysis+
Constraint+Analysis+
Adv+Por5olio+Analy0cs+
1+
2+
3+
Por5olio++
Selec0on+
Detailed+Planning+
Develop+Project+Plan+
Assign+Named+Resources+
Deﬁne+InterSdependencies+
1+
2+
3+
Project+Tracking+
Project+Tracking+
Time+Repor0ng+
1+
3+
Issues+&+Risk+Mgmt+
Document+Mgmt++
4+
5+
Team+Collabora0on++6+
Resource+Mgmt+2+
Por5olio+Tracking+
Change+Request+Mgmt.+
Status+Repor0ng+
Por5olio+ReSOp0miza0on+
1+
2+
3+
Completed
Project(Por)olio(Management(
Processes(and(Architecture(

Strategic Alignment
with the

Balanced Scorecard

68
Confidential
The Balanced Scorecard has delivered real
value
! The balanced scorecard is a proven methodology both in the business world
! The Balanced Scorecard Collaborative point to over 1200 case studies, including
senior executive quotations, all achieving outstanding results
! The disciplines of balanced scorecard have evolved over the past 17 years: we
can learn from the lessons of others
! Balanced Scorecard has been used by good companies in the “Hall of Fame”
companies to become great; it is a discipline they see as essential
!
! Balanced Scorecards integrates well with other best practices such as ABC
accounting, HR regulatory compliance and common functional business tools
!
! Because it’s a discipline as well as a tool, Balanced Scorecard can improve capability
within a company’s divisions and contracts to become strategic, rather than
functional, managers
!
! Once you have Balanced scorecard capability internally, you can confidently offer
strategy advice/consultancy to your suppliers – climbing the food chain right to the
top, managing your strategy to all trusted relationships

69
Confidential
A strategy map is organised around the four BSC
dimensions, telling the story of the strategy

70
Confidential
A good strategy map tells the story of your strategy

71
Confidential
The balanced scorecard translates the strategy map’s
objectives into a set of linked measures…

72
… then from measures into targets and supporting initiatives

73
Confidential
The BSC supports a complete strategic management
system that links long term strategy and measures to
tactical planning and budgeting

Summary of the attributes of
the Balanced Scorecard
• Major objectives that deﬁne the outcome results as per
SMART goals

• Cause Effect to get ﬁnancial reward, you need customers,
customers need to be served by people and information
systems who carry out processes

• Measures are linked to understand how to meet the
objectives

• Translated into Initiatives,Targets and Tactical work

• Feedback System to understand how the strategy
progress is being achieved

!

Exercise on Strategy
alignment

Strategic exercise
• You are a service company, your vision is revenue growth,
customer delight, efficient processes, superb people, systems and
organisational culture

• Create 3 to 5 SMART goals/objectives in each perspective that
relate to each other (specific, measurable, attainable, realistic,
targeted

• Out of this you will create a project portfolio so make it easy for
yourselves

• You have 20mins to carry out this exercise
What are the financial goals

What customers goals do you need

What process goals support the customers

What people and systems goals do you need

Answer
• F1 20% revenue growth in 3 years

• F2 10% cost reduction in 2years

• F3 15% investment in new services

• C1 Customer delight score from survey of 99% year on year starting year 2

• C2 Customer renewal of business 85% every year

• C3 Customer purchase one new service every other year

• IP1 Customer support process 75% year on year

• IP2 Customer phone call achievement 99% within 2 years

• IP3 Efﬁcient service score of 93% in 1 year

• LG1 People turnover less than 1% within one year

• LG2 IT service availability 99% within 1 year

• LG3 Organisational productivity 85% within 3 years

5 Key Project Portfolio Metric Sets
Portfolio Mix Portfolio Health
Value Demand/Capacity
Financial
Management

Selection Exercise
• Using the 5 box metric sets write down the questions
you wish to get answered

• Use the following 5 project examples

• New product marketing project

• New consulting service

• Redo installation service

• New application product

• Upgrade logistics system

• Apply the criteria to the projects and order them in
importance

Introducing PPM to
your organisation

Assess PMO
Why does your organisation need PPM

Need for Strategic alignment

Hard to select or delete projects

Number of competing projects from each part of the
organisation

91
Process to Provide Project Portfolio Management
Requirements

Analysis
Establish
Selection

ProcessEstablish

MTT
Establish
Portfolio
Metrics
Establish

Strategic

Linkage
Prepare
PPM
Process
Pilot and
Release

Establishing

PPM
strategy model

programs

projects

RACI
strategy
and
programs,
projects

Magic Quadrant for Cloud-based
Project and Portfolio Management
(PPM) tool Services

Completion of
today’s talk
covering

Career Roadmap
Support Training and Coaching
103

121
Assessment
Free Events
121
Coaching
Session
Project
Program
Strategy
Coaching
PMP Fast track
5days
9 Knowledge Areas
2days Each
Agile Intro
2days
PMO
2days
Portfolio
2days
PM Soft
skills
2days
Agile Certified
Professional Fast
track
Program
Management
Professional Fast
Risk
Management
Professional
Scrum
Organisational PM
Competency
Strategy
2days
Project
Fundamentals
2days
SOFT SKILLS FOR
PROJECT
MANAGEMENT
PMP
RMP SP
Scheduling
Professional
Fast tack
ACP
Optional
PgMP
Project
Skills
Assessmen
104
121
Coaching
Session
121
Coaching
Session

PSI Solutions Survey
https://www.surveymonkey.com/s/XZ7FZ39

• Q U E S T I O N S ??

!
Business Strategy Director
PSI Solutions Co., Ltd.
Tel: + 66 (0) 2 610 3963
Fax: + 66 (0) 2 885 0935
Email: rtwiddy@coepm.net
Webpage: www.coepm.net

Personal Website: www.roberttwiddy.com

Pmi ppm 100514 keynote

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