Académique Documents
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On-Time
On- On-
Budget Quality
On-Time
On-
Strategy
On- On-
Budget Quality
The Vision
Financial Perspective
Increase
FINANCIAL Revenues
PERSPECTIVE
CUSTOMER Increase
PERSPECTIVE Customer
Satisfaction
Project Scorecard
Program Vision
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The Balanced Scorecard Approach Changes the Premise
Upon Which the Management System Is Based
From a To a
Management Control System Balanced Management System
Designed around a short-term Designed around a longer term
control- oriented financial framework strategic view
Strategy Translating
and the
Vision Vision and
Strategy
Communicating Feedback
Personal Review & Balanced
Budget and and
Incentives Reorient Linking Scorecard Learning
Planning
and Business
Capital Planning
Allocation
The Optimal Order of Operations
In this instance, the organization determines its strategy, project plans are
developed and then capacity planning processes are used to determine
resourcing options and alternatives that will accomplish the strategic agenda at
optimal cost and efficiency. Capacity is seen as a potentially limiting factor in
strategy execution but not as a pre-determined constraint (i.e. capacity is treated
as a flexible input to strategy development).
DEFINING PROJECT PORTFOLIO
MANAGEMENT (PPM)
A companys processes must be tailored to its business drivers and strategy. There
is no one size fits all approach. However, there are clear best practices that work
for each and that should be incorporated into a companys strategic process
design,including business cases and any project management methodologies.
Speed to Market?
Quality?
Cost?
Service?
Market Share?
Technology Advances?
Product Innovation?
Customer Intimacy?
Vertical Expertise?
Revenue Growth?
Profits?
Share Price?
PROJECT PORTFOLIO MANAGEMENT PROCESS
1
2 Capacity
4 Planning
Priority
Matrix
Screen (Gate 2) Master
Checklist
(Gate 1) Project
3 Schedule
Project
Project
Requests 5 Activation
(Gate 3)
Prioritization
Screening Registered
Project Project
Project List
Cycle Time Outputs
Executing/
Originating Initiating Planning Closing
Monitoring
Source: SPM Group, March 5, 2003
PRIORITIZATION MODEL
People Customer
Project A
Project B
Project C
Project D
Project E
R
Project F
Project G I
Return Return
Project H
S
k
Service Financial
Size of bubble indicates strength of strategic contribution.
Weak
Very Direct Direct Indirect
Program
Ensure
Customers (Opportunities) Create New
Markets Services for Innovative
Finance A gri- M1.2 on-budget
on-budget and on- based on a language
Finance strategic outcomes we Manage
Manage risk strategy
strategy M2.1
with global data
data
Increase Customer Customers
Perceive V alue in Markets to assure
Perf orm a Clear Public assure definitions
definitions
Increase Customer
Satisfaction Perceive
The V alue in
Relationship Stimulate High Risk Perform are striving for?) business benefit
Satisfthrough
action The Relationship Policy Rolea Furthering
Clear Public
(Loyalty) FundsStimulate High Risk
f or Agri-Ventures Policy Role
Govrnmnts Furthering
Agricultural
(Loyalty)
Superior through
Execution Funds for
Beyond Agri-Vent
FCCs Publicures Govrnmnt s Agricultural
Superior Execution Cross-sell the Policy Framework
Shift Customers Cross-sell
Product Linethe
Beyond
Policy FCCs
Risk Prof ile Public
via VC Grow Awareness
Grow
Policy Framework Customer C1.1
to Shift
Best Customers Policy Risk Profile via VC of FCCAwareness
Brand Meet
Meet client
client C2.1
Performance Measures
Channel Product Line Relationships Access trusted
trusted
to Best Channel Relationships of All
With FCC Brand
Publics (What are the expectations and timely
timely data
C1.2
Offer Targeted With All Publics expectations of Identify
Identify and at all
all levels
Offer (includes
Products Targeted our customers? resolve
resolve key
Products
pricing)(includes Develop New issues
Service/Process pricing) Develop New
Products & Introduce What is the end Effectively
Effectively Flexibility
Flexibility to
C2.2
ProgramStrategies
Execution Measures
Additional Proactively Manage looking for?) pertinent issues
Delivery & Objectives
Optimize Productivity Implement Segments issues C1.3
Retent ion Segments Proactively
Industry and Manage
Media
OptimizeCont
Through Productivit
inuous y Retention
Planning Provide Rapid Develop and Industry and/ Media
Through Continuous Provide
ResponseRapid Relations
Process Improvement, Planning Develop and
Implement a Relations /
Communications
Process&Improvement,
(Channels Partnering) Response Prioritize Implement
Prioritizefor
Opportunities Part nering / a Communications P1.2
(Channels & Partnering) Implement Partnering
Process/
Implement
CRM
Opportunities
Innovative for Alliance
Alliance Process
Inte rnal Align program
activities with
with Manage Scope
Scope
Sustain
Sustain
consistent
Maintain P2.2
Innovative continuous Current
CRM Solutions Process business
business objectives and
and change P2.1 Strategic Measure Target Owner
Processes
Processes Solut ions Give Back to the requirements
definition and
high quality
quality of
improvement of data
quality,
Program Execution Performance
Improve Risk Alliances & Implement COE Give Backin to
Communities the
Which (To satisfy our P1.1
quality, process and
Improve Risk Alliances
Part nering & Enhance Adjust Processes Implement COE Communities data results
Management Enhance Adjust Processes Program Process we OperateinWhich customers, at what Monitor
Monitor Strategic Themes:
(M1.1) EVA for har monisation/integration activities of OoT
Management
Practices Partnering Cust omer to Foster Program Process we Operate
Community program by managing all as pects of the program Operational expense budget on Target 165M FY00 Yellow
Practices Customer
Segmentation Minimize to Foster
Discussion and Community Management execution
execution Perspecti ves:
Segmentat ion Minimize
Problems Discussion Investment execution P2.3
to successfully deliver global data (M1.2) % o f customised solutions vs. global solutions
New Thinkingand Investment process must we P1.3
Problems New Thinking P1.5
P2.4 Change control
control management (C1.1) % o f projects co mpleted on-time
excel?) Initiate Continuously
Continuously and
and resolution
resolution % o f co mpleted projects meeting 90%+ of functionality expectations
Plan Program M1.1
People Capture and Deepen
Identify External
Identify
Sources E of
xternal
Program Mission
monitor program
program
results
results
Deliver
Deliver (C1.2) % o f solutions designed to be scalable for 5x capacity
Build Risk Identify Profitable Capture andSector
Deepen Create Centers Understand Who P1.4
(What are the desired program on-time, % o f solutions with capacity & design signoff by business
Build Risk Identify Channels,
Customers, P rofitable Agricultural Sources
Cutting Edgeof ofCreate Centers
Expertise for toUnderstand
Talk to andWho M1.2 on-budget
on-budget and on-
KM Management Agricultural
Expert Sector
ise (identif y Celebrate Cutting Edge Manage
Manage risk
risk % o f solutions with unit-cost savings when additional users are brought
Management
Expertise Customers,
Products. Channels,
(Understand Celebrate
Small Agri-Expertise ofCreative
Expertise for to Talk
What t otSay
o and Understand strategic outcomes we strategy
strategy
Expertise
the needs)(identify Agri-Expertise Understand O1.1 to
to assure
assure onto platform
Products.Profitablity)
(Understand Creative What to Say Community Organisational Share
Share knowledge
Program Plan
Expertise Customer the needs) Small
Innovations Solutions are striving for?) business benefit (C1.3) # of C&W network outages (testing: meshed)
Enhance port folio Customer Profit ablity) Innovations Solutions Community
Needs and leverage best
Enhance
data infoportfolio Needs Enablers O1.2 practices
practices Maintain O2.1
# of occurrences o f single-point-of- failure
dat ainfo
management (To excel at our Fully define PMO institutional
institutional repository % o f SLAs guaranteeing end-to-end network perfor mance, including
management
capabilities Enhance I.T. for Mine processes, how must organisation
organisation Customer of common global Meet
Meet client
C1.1 responsibility for 3rd party partner per for mance
capabilities EnhanceSpeed,
Improved I.T. for Mine
Strategic Build Partner / Build Industry & language (C1.4) Customer service results on proactive service query
IT Integrate Solutions Build Industry & Develop our organisation O1.3 O2.2
(What are the C1.2 expectations
Improved
Timeliness, Speed, Strategic
Cust omer Build Systems
Alliance Partner / Competitor Develop Identify
Identify internal and # of solution teams that deliver monthly update to client
Integratevia
Offerings Solutions
Best Competitor Community external skilled Develop standards
expectations of IdentifyO2.3
and
Build Risk Timeliness,
Integration, Customer
Information Alliance Systems
Infrastructure & Knowledge Base Community learn and improve?) in cooperation with and (P 1.1) Products implemented across multiple geog., with minor modification 75% - 10/31/00 Yellow
Build Risk Offerings via Best
Practices Knowledge Base Listening Posts implementation
implementation with resolve key
key
Management Integration,
Reliability, and Cost Information Infrastructure
Applications & Practices
WorkBench &Listening Posts
K nowledge resources the Standards our customers?
Group
Group Create teamissues
of # of functional elements (of products) that conform to standards 100% - 6/30/02 Yellow
Management
Database Reliability, and Cost Applications issues
Implement Customer WorkBench & Base
Knowledge What is the end Effect ively
Effectively
S am p le W o rk P la n fo r IR T P ro jec t a t H P
Database O1.4 internal
internal and external (P 1.2) # of maintenance tasks perfor med ac ross multiple geographies 12 - 12/31/00 Yellow
Implement Customer
Relationship Base result they are skilled operational communicate
communicate between
between P roduct towers covered by global service centres 3/5 by 12/31/00 Yellow
Fully
Fully define PMO
PMO PXO & business on all
Relationship
Management? process
process resources
resources # of initial 35 products developed by cross-geographic teams 12 by 10/31/00 Green
Develop Strong Management? Define looking for?) pertinent
pert inent issues C1.3
Develop Strong Lead Integrated Attract & Retain Develop Dynamic Develop & Groom (P 1.3) P roject milestones met 80% - 12/31/00 Yellow
Leadership Financial Thinking Skills Define
Innovation Attract & Retain
Agri-Content Develop Dynamic A p r il M ay June J u ly
Financial Thinking
in Staff (KM & LD)Skills Lead Integrated
Sales/Financial Innovation Leadership of Cross-Functional FCCDevelop & Groom
Ambassador(s) P roject Budgets met 60% - 12/31/00 Yellow
Sales/Financial Strategy Agri-Content
Expert ise Leadership of
Agri-Finance Cross-Functional
Solutions Teams FCC Ambassador(s) (P 1.4) # of interfaces is less than number of customers/channel partners by 12/31/00
Successful in Staff (KM & LD) PD& I Teams Strategy Expertise
Yellow
Successful PD&I Teams Agri-Finance Solutions Teams % CR B approved projects complying with IT/Engr. Global Roadmap 30% - 12/31/00 Yellow
Strategy
Strategy
Execution
Enhance Bench Strength & Succession Planning Inte rnal Align program
program
activities with Manage Scope
P1.2
process % o f systems/applic. covered by system deco mmissioning roadmap 100% - 12/31/00 Red
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1 9 99 R ena issan ce W o rld w id e, Inc. - A ll righ ts r eserv ed . 3
The First Step was Value-Add of a
Centralized PMO Function
Oversight
Deliverables
Project 1
Project N Project 2
Resource pool Tracking &
Coordination Deliverables Monitoring
Deliverables
Project 4
Deliverables Project 3
Deliverables
Reporting
NextDesign of a Two Phase PPM
Process for Immediate Implementation
We are tracking as planned at this point. FCCs internal team is now moving
towards the design and implementation of the individual project management
methodology, activation and capacity planning processes (including a master
project plan), and project reporting templates. PMC is learning to manage the
registered list and deal with new project requests. PPM is also being seamlessly
integrated into the current IPP and FMCR processes (where appropriate)
WHAT IS THE BIG DEAL?
Balance!!
Registered Project Financial Customer Service People
List (Risk/Reward)
3. Project A
4. Project B
1. Project C
2. Project D
5. Project E
Taking a balanced (across all four perspectives of the balanced
scorecard) and also on-strategy view (risk/reward trade-offs) into
account when setting project priorities and making project activation
decisions improves outcomes and enhances strategic results.
HOW PROJECT
Strategy
PORTFOLIO MANAGMENT
Formulation
FITS at FCC
Goals & Measures
(Balanced
Scorecard/
Strategic Plan) Managing Project Portfolio Risk
1.
Project
Project
2.
LEGEND
Degree of CUSTOMER Customer SERVICE
contribution to PEOPLE Loyalty Index, Loan Customer Experience FINANCIAL Return
measures in People Index, Portfolio, Venture Index, Service on Equity, Debt-to-
strategy Innovation Index, Captial, Management Provision equity Ratio, Efficiency
statements PROJECT Learning Index Practices Index/Efficiency Ratio Ratio Total
Very Direct 25
Direct 12 Project A 25 2 27
Indirect 5
Weak 2 Project B 5 12 2 25 44
Project C 12 2 25 39
Project D 25 25
Project E 12 5 17
Project F 2 2
Project G 25 25
Project H 5 5
STAGE 3: PROJECT PRIORITIZAITON
3.
PRIORITIZATION MATRIX
Project A 5 5 5 5 5 5 30
Project B 5 5 5 5 5 5 30
Project C 5 2 5 3 5 3 23
Project D 1 1 1 1 1 1 6
Project E 1 5 3 5 3 5 22
Project F 1 1 1 1 1 1 6
Project G 1 1 1 1 1 1 6
Project H 3 1 1 3 1 3 12
5 Year NPV Payback Period Unique Effort Months Project Duration Project Budget
Competitive (FTE Time x (cost)
Augments
>= $251K 5 <= 1 year 5 Current 5 <= 6 5 <= 6 months 5 <= $250K 5
> $0 and <= > 1year and <= Protects >7 and <= 24 >= $251K and
$250K 3 2years 3 Existing 3 >7 and <= 18 3 months 3 <= $1M 3
<= $0 1 > 2 years 1 None 1 > 19 1 > 25 months 1 > $1M 1
PRIORITIZATION MATRIX - RISK
Project Estimate # of Business # of People Scarcity of Key External Business Technology Inter- Uniqueness Organizational Risk
Uncertainty Units Involved Involved Person(s) Partners involved Dependencies Impact
Project A (1) (5) (5) (1) (5) (5) (5) (5) (5) (37)
Project B (1) (1) (1) (1) (1) (1) (1) (1) (1) (9)
Project C (1) (5) (3) (1) (1) (3) (1) (1) (1) (17)
Project D (5) (5) (5) (5) (5) (5) (5) (5) (5) (45)
Project E (5) (1) (5) (5) (3) (3) (5) (5) (5) (37)
Project F (5) (5) (5) (5) (5) (5) (5) (5) (5) (45)
Project G (1) (1) (1) (1) (1) (1) (1) (3) (1) (11)
Project H (5) (3) (5) (5) (5) (5) (3) (3) (3) (37)
Estimating # of Business # of People Scarcity of Key External Business Technology Inter- Uniqueness Organizational
Uncertainty Units Involved Involved Person(s) Partners involved Dependencies Very Unique Impact
Impacts 2
Scarcity involves - Never Core or
outside new been done Enabling
26-45% (5) >5 (5) >15 (5) FCC (5) >one (5) systems (5) >2 Projects (5) before (5) Processes (5)
involves Some Impacts 1
major aspects or 2 Core or
Scarcity changes to have never Enabling
16-25% (3) >1 <=4 (3) >4 <=15 (3) within FCC (3) one (3) existing (3) 2 Projects (3) been done (3) Processes (3)
involves Similar to Impacts 0
existing other FCC or 1 Core or
5-15% (1) 1 (1) <=3 (1) No Scarcity (1) none (1) systems (1) 1 Project (1) projects (1) Enabling (1)
STAGE 4: PROJECT REGISTRATION
4.
5.
6. Master
Project
Schedule
Project Project
Cycle Time Outputs
Program
Ensure
Customers (Opportunities) Create New
Markets Services for Innovative
Finance A gri- M1.2 on-budget
on-budget and on- based on a language
TRANSLATING STRATEGY
Finance strategic outcomes we Manage
Manage risk strategy
strategy M2.1
with global data
data
Increase Customer Customers
Perceive V alue in Markets to assure
Perf orm a Clear Public assure definitions
definitions
Increase Customer
Satisfaction Perceive
The V alue in
Relationship Stimulate High Risk Perform are striving for?) business benefit
Satisfthrough
action The Relationship Policy Rolea Furthering
Clear Public
(Loyalty) FundsStimulate High Risk
f or Agri-Ventures Policy Role
Govrnmnts Furthering
Agricultural
(Loyalty)
Superior through
Execution Funds for
Beyond Agri-Vent
FCCs Publicures Govrnmnt s Agricultural
Superior Execution Cross-sell the Policy Framework
Shift Customers Cross-sell
Product Linethe
Beyond
Policy FCCs
Risk Prof ile Public
via VC Grow Awareness
Grow
Policy Framework Customer C1.1
to Shift
Best Customers Policy Risk Profile via VC of FCCAwareness
Brand Meet
Meet client
client C2.1
Performance Measures
Channel Product Line Relationships Access trusted
trusted
to Best Channel Relationships of All
With FCC Brand
Publics (What are the expectations and timely
timely data
C1.2
Offer Targeted With All Publics expectations of Identify
Identify and at all
all levels
Offer (includes
Products Targeted our customers? resolve
resolve key
Products
pricing)(includes Develop New issues
Service/Process pricing) Develop New
Products & Introduce What is the end Effectively
Effectively Flexibility
Flexibility to
C2.2
ProgramStrategies
Execution Measures
Additional Proactively Manage looking for?) pertinent issues
Delivery & Objectives
Optimize Productivity Implement Segments issues C1.3
Retent ion Segments Proactively
Industry and Manage
Media
OptimizeCont
Through Productivit
inuous y Retention
Planning Provide Rapid Develop and Industry and/ Media
Through Continuous Provide
ResponseRapid Relations
Process Improvement, Planning Develop and
Implement a Relations /
Communications
Process&Improvement,
(Channels Partnering) Response Prioritize Implement
Prioritizefor
Opportunities Part nering / a Communications P1.2
(Channels & Partnering) Implement Partnering
Process/
Implement
CRM
Opportunities
Innovative for Alliance
Alliance Process
Inte rnal Align program
activities with
with Manage Scope
Scope
Sustain
Sustain
consistent
Maintain P2.2
Innovative continuous Current
CRM Solutions Process business
business objectives and
and change P2.1 Strategic Measure Target Owner
Processes
Processes Solut ions Give Back to the requirements
definition and
high quality
quality of
improvement of data
quality,
Program Execution Performance
Improve Risk Alliances & Implement COE Give Backin to
Communities the
Which (To satisfy our P1.1
quality, process and
Improve Risk Alliances
Part nering & Enhance Adjust Processes Implement COE Communities data results
Management Enhance Adjust Processes Program Process we OperateinWhich customers, at what Monitor
Monitor Strategic Themes:
(M1.1) EVA for har monisation/integration activities of OoT
Management
Practices Partnering Cust omer to Foster Program Process we Operate
Community program by managing all as pects of the program
Program Plan
Expertise Customer the needs) Small
Innovations Solutions are striving for?) business benefit (C1.3) # of C&W network outages (testing: meshed)
Enhance port folio Customer Profit ablity) Innovations Solutions Community
Needs and leverage best
Enhance
data infoportfolio Needs Enablers O1.2 practices
practices Maintain O2.1
# of occurrences o f single-point-of- failure
dat ainfo
management (To excel at our Fully define PMO institutional
institutional repository % o f SLAs guaranteeing end-to-end network perfor mance, including
management
capabilities Enhance I.T. for Mine processes, how must organisation
organisation Customer of common global Meet
Meet client
C1.1 responsibility for 3rd party partner per for mance
capabilities EnhanceSpeed,
Improved I.T. for Mine
Strategic Build Partner / Build Industry & language (C1.4) Customer service results on proactive service query
IT Integrate Solutions Build Industry & Develop our organisation O1.3 O2.2
(What are the C1.2 expectations
Improved
Timeliness, Speed, Strategic
Cust omer Build Systems
Alliance Partner / Competitor Develop Identify
Identify internal and # of solution teams that deliver monthly update to client
Integratevia
Offerings Solutions
Best Competitor Community external skilled Develop standards
expectations of IdentifyO2.3
and
Build Risk Timeliness,
Integration, Customer
Information Alliance Systems
Infrastructure & Knowledge Base Community learn and improve?) in cooperation with and (P 1.1) Products implemented across multiple geog., with minor modification 75% - 10/31/00 Yellow
Build Risk Offerings via Best
Practices Knowledge Base Listening Posts implementation
implementation with resolve key
key
Management Integration,
Reliability, and Cost Information Infrastructure
Applications & Practices
WorkBench &Listening Posts
K nowledge resources the Standards our customers?
Group
Group Create teamissues
of # of functional elements (of products) that conform to standards 100% - 6/30/02 Yellow
Management
Database Reliability, and Cost Applications issues
Implement Customer WorkBench & Base
Knowledge What is the end Effect ively
Effectively
S am p le W o rk P la n fo r IR T P ro jec t a t H P
Database O1.4 internal
internal and external (P 1.2) # of maintenance tasks perfor med ac ross multiple geographies 12 - 12/31/00 Yellow
Implement Customer
Relationship Base result they are skilled operational communicate
communicate between
between P roduct towers covered by global service centres 3/5 by 12/31/00 Yellow
Fully
Fully define PMO
PMO PXO & business on all
Relationship
Management? process
process resources
resources # of initial 35 products developed by cross-geographic teams 12 by 10/31/00 Green
Develop Strong Management? Define looking for?) pertinent
pert inent issues C1.3
Develop Strong Lead Integrated Attract & Retain Develop Dynamic Develop & Groom (P 1.3) P roject milestones met 80% - 12/31/00 Yellow
Leadership Financial Thinking Skills Define
Innovation Attract & Retain
Agri-Content Develop Dynamic A p r il M ay June J u ly
Financial Thinking
in Staff (KM & LD)Skills Lead Integrated
Sales/Financial Innovation Leadership of Cross-Functional FCCDevelop & Groom
Ambassador(s) P roject Budgets met 60% - 12/31/00 Yellow
Sales/Financial Strategy Agri-Content
Expert ise Leadership of
Agri-Finance Cross-Functional
Solutions Teams FCC Ambassador(s) (P 1.4) # of interfaces is less than number of customers/channel partners
DELIVER RESULTS
in Staff (KM & LD) PD& I Teams by 12/31/00 Yellow
Successful Strategy Expertise Agri-Finance Solutions Teams
Successful PD&I Teams % CR B approved projects complying with IT/Engr. Global Roadmap 30% - 12/31/00 Yellow
Strategy
Strategy
Execution
Enhance Bench Strength & Succession Planning Inte rnal Align program
program
activities with Manage Scope
P1.2
process % o f systems/applic. covered by system deco mmissioning roadmap 100% - 12/31/00 Red
In fra stru c tu re B S C # 3
Page 1
In fra stru c tu re B S C # 4
H P In te rn a l
T e a m L ea d s K ic k o ff M e e tin g M a jo r C h e c k p o in t
BSC
1 9 99 R ena issan ce W o rld w id e, Inc. - A ll righ ts r eserv ed . 3