Technology has changed the way live, play, and Learn. Many industries are moving away from traditional 5+ years of long-term planning to agile planning methods to meet the challenges of rapid technology changes and sustain competitive advantage in the marketplace. The education industry is no exception in this technology driven market transition. This speech focuses on step by step process of portfolio management process and discusses challenges specific to higher education. Learning Objectives: 1) Portfolio Management Overview 2) Portfolio Management Process 3) Programs & Projects 4) Measuring Outcomes

2. Agenda

3. ProjectPortfolioManagementOverview

4. meet strategic business
objectives
identifying,
prioritizing, authorizing, managing, and controlling
Portfolio Definition
Ref: www.pmi.org

5. Portfolio Management
Starts with many… projects are weeded out based on Strategic Alignment & business value
ApproveApprove ImplementImplementReviewReview PrioritizePrioritizeProposalProposalIdeasIdeas

6. Objectives
Oosthuizen, C., Grobbelaar, S. S., & Bam, W. (2016). Exploring The Link Between Ppm Implementation And Company Success In Achieving Strategic Goals: An Empirical Framework. South African
Journal Of Industrial Engineering
Meet company’s objectives.
Eg: Return-on-investment, long-term profitability, market success, or other strategic
objectives.
MaximizeValue
Long-term and short-term projects
High-risk projects versus low-risk projects
Balancing of technologies, markets, project types, and product categories.
Balance
Business’s strategy and the breakdown of spending across markets, areas, projects, and other
categories that are directly tied to the organization's strategy.
Strategic
Direction
Resource constraints; Project’s demand versus the readiness
The right number
of projects

7. Benefits
Integrated Global
View
Consistence
Governance
Optimize Returns
Optimize
Outcomes
Standards and Best
Practices
Resource
Management
Koh, A., & Crawford, L. (2012). Portfolio Management: The Australian Experience. Project Management Journal

8. PortfolioPlanningProcess

9. Source: Project Management by Eric W. Larson and Clifford F Gray
Portfolio Planning: A Framework
SWOT Analysis
(Internal / External)
Strategic Choices (Portfolio)
Strategy Implementation
Programs and Projects
Vision / Mission
Strategy Objectives
StrategyAlignmentStrategyAlignmentEngagement&
Communication
Engagement&
Communication

10. CoreValues&Mission
1

11. Vision, Mission, Goals, Objectives
Source:
Lewis, J. P. (2007).Fundamentals of Project Management (pp. 44-55). American Management Association International.
Tibergien, M. (2013).Vision, Mission, Goals, Objectives. Investment Advisor, 33(9), 59-60.
What you do & for
Whom
Mission
Achieve Goals
Strategic
Objectives
Goals
Achieve the Mission
CoreValues
What your business
want to become?
Vision

12. Example Mission Statements
Our mission is to serve as a center for research, scholarship, and creativity and to teach a
diverse community of undergraduate, graduate, and professional students to become the
next generation of leaders.
“leading change to improve society and to help solve the world’s greatest problems”
(www.unc.edu)
The mission of Harvard College is to educate the citizens and citizen-leaders for our
society.We do this through our commitment to the transformative power of a liberal arts
and sciences education.
(www.harvard.edu)
In collaboration with our colleagues across campus, we prepare students to succeed
academically, professionally and personally, to embrace a commitment to lifelong
learning, and to become informed, engaged, and productive citizens
(Division of Academic and Student Affairs )
(www.ncsu.edu)

13. Organization Structure
Definition: An Strategic Business Unit (SBU) is a product or Service, or line of related products or services, or mix of related products or services that meet a common market
needs
Corporate Strategy
Strategic Business Unit 1
Business Strategy
Strategic Business Unit 2
Business Strategy
Finance Marketing WPR HRSales
Information Technology

14. SWOTAnalysis
2

15. SWOT – Internal & External – A Sample
Adapted from Apollo Education Group, Inc. (2015). MarketLine Company Profile, 1-29.
Strengths
 Location
 Affordability
 Faculty student ratio
 Highly qualified Faculty
 Honors Programs
 Rank
Opportunities
Growing online learning Industry
Global Markets
Industry Partnerships
Weakness
 Adopting to RapidTechnology Changes
 Understaffing / Underfunding
 Lack of Infrastructure
 Teaching next generation students / Millennials
Threats
 Increasing international competition
 Losing key faculties
 Federal Funding / Support
 Compliance and Regulations, Higher Education
OpportunityAct, etc.
 Disruptors

16. In 10 years over 40% of the Fortune 500 will no longer be here
… Fast Company, April 2011
In 10 years over 40% of the Fortune 500 will no longer be here
… Fast Company, April 2011
Competitive Strategy: Porter Model
Source: Michael E. Porter, Competitive Strategy
Ref: Babson Olin School of Business Advertisement, Fast Company April 2011
http://www.socialnomics.net/2012/01/04/39-social-media-statistics-to-start-2012/
Technology and
Market Place
Changes
Technology and
Market Place
Changes
Organizational
Agility
Organizational
Agility

17. Objectives&Choices
3

18. SpecificS
MeasurableM
AchievableA
RealisticR
Time-basedT

19. Strategic Objectives (Sample)
Increased Collaboration with Students by
employing advanced Collaboration /
CommunicationTechnologies to improve
student engagement score by x%
Digitize to improve quality and learning outcomes
by x%
Operational Excellence
(Increase Productivity x%, Reduce Cost x%)
 Operational / Issue Metrics
 Digitization /Automate End to End Process
 Knowledgebase
 Collaboration
 Resource Optimization
Transform the Business (TTB) Grow the Business (GTB) Run the Business (RTB)
Enter New Market Segments to increase revenue by
x%
Faster TimeTo Market by x%
Source: Gartner.com

20. Strategic Choices (Example)
Business
• Offerings (Low
Cost,
Differentiator,
Hybrid)
• Growth: (New
Market,Vertical,
Horizontal)
• Operational
Excellence
(Productivity, Cost
Savings, etc.)
Technology
• Build vs Buy
• Build and Buy
• Alliances
• NewTechnologies
(Analytics, Mobile
Cloud, SaaS, etc)
• Security
• Retire Old
Technologies
Resources
• Training
• Skills
Development
• New Skills
• Innovation

21. StrategyImplementation
4

22. Leadership & Communication
Governance
Outcome Measurement
Continuous Improvement
Implementation Process

23. Leadership & Communication
Frequency: Quarterly & Monthly
Mode: Key Meetings, in-Person, Intranet, Emails
What: Cascade leadership Mission and Strategy, Strategy
Alignment, Goals, Lessons Learned, Success and Failures
LeadershipTeam
Portfolio Managers
Programs and Project Managers
Frequency: Yearly & Quarterly
Mode: Key Meetings, In-Person, Town Hall, Intranet, etc.
What: Mission , Strategy, and Alignment, Success & Failures
Frequency: Quarterly, Monthly, Weekly, Daily
Mode: In-Person, Emails
What: Project goals, Plan with Start and End Date, Resources,
Time,Tasks, Scope, Risks, etc.

24. Governance Structure (Sample)
Portfolio Manager / PMO
 Assemble, integrate, and coordinate the
network of resources to deliver projects/
product development.
 Ensures the availability of the right
resource at the right place & Resource
planning
 When appropriate, escalates issues across
organizational boundaries & Stakeholder
management
 Manage Risks
 Benefits / Outcome realization
LeadershipTeam
Project Management Office
(PMO)
Project 1 Project 2 Project 3 Project 4 Program 1
Project 1..n

25. What to Measure
DeliveringValue
(Cost,Time, Scope, and
Benefit Realization - KPIs)
Manage Relationships
Manage Risks
Ref: http://www.pmi.org/learning/library/supersizing-pmo-performance-stakeholder-relationship-7640
StakeholdersStakeholders

26. When to Measure
For Program / Project Managers (Weekly / Daily):
Closely monitored, Detailed atTasks, Resources, Scope, andTime
For SBU Leaders / Portfolio Managers (Quarterly / Monthly /
Weekly):
High-Level, Summarized, Status, Risks, and Progress
For C-Level Leaders (Yearly / Quarterly / Adhoc):
Categorized by SBU, Investments, Outcomes, Status,
Risks, etc.

27. How to Measure (KPIs, Status, Outcomes)
Green, 5
Yellow, 7
Red, 3
0
2
4
6
8
# of Projects
# of Projects
0
20
40
60
# of Resouces
# of Resouces
0
100
200
300
400
Budget Actual
300 280
120
3 2
1
SBU1 SBU2 SBU3
By SBUs
Investment Value # of Projects
300 280
120
3 2
1
RTB GTB TTB
RTB – GTB - TTB
Investment Value # of Projects
Projects and status across organization
Red = Needs Attention, Yellow = Manageable, Green = Under
control
Resource
Utilization
Budget Plan and
Actual
Number of Projects across organization
Projects and value by Run, Improve, and Grow Projects and value by SBUs
< Continually Measure, Learn, & Improve >

28. Planning Timeline & Review (Example for a Financial Year from Oct to Sep)
Oct – Dec 2016
Q1-FY17
Jan – Mar 2017
Q2-FY17
Apr – Jun 2017
Q3-FY17
Jul – Sep 2017
Q4-FY17
Oct – Dec 2017
Oct – Dec 2016
Q1
Year X-1
Portfolio
Planning
1-2 Months
Q1 Review
Year x+1
Portfolio
Planning
1-2 Months
Year X
Project Execution
Monitoring and Control
Q2 Review Q3 Review Q4 Review
Year End Review
Planning
Funding Approval
Communication
Resource Allocation

29. Challenges

30. Challenges
Project level activities Projects lack proper implementationProject Level
Too many weak projects are approved; resources, value, and priority not
properly considered
Portfolio Level
Methods and evaluation tools to aid planning and management are
inadequate
Competencies
and Methods
Link to strategy and strategic criteria not clearly definedLinkTo
Strategy
Resources are not allocated effectively; lack of
consideration of smaller projects
Resource
Management
The flow of information is inadequate
and lacks usefulness
Information
Management
Oosthuizen, C., Grobbelaar, S. S., & Bam,W. (2016). ExploringThe Link Between Ppm ImplementationAndCompany Success In Achieving Strategic Goals: An
Empirical Framework. South AfricanJournal Of Industrial Engineering

31. KeyFactorsforSuccess

32. Culture & Leadership
“Culture and leadership
are two sides of the same
coin and one cannot
understand one without
the other”
Dr. Edgar Schein
“Culture and leadership
are two sides of the same
coin and one cannot
understand one without
the other”
Dr. Edgar Schein
Market /Compete
Getting Job Done, Meeting Goals,Competitive
Market /Compete
Getting Job Done, Meeting Goals,Competitive
Hierarchy / Control
Formalized Structure Governance, Formal Rules,
Stability
Hierarchy / Control
Formalized Structure Governance, Formal Rules,
Stability
Adhocracy / Create
Entrepreneurial place,Take Risks, Innovation,Growth
Adhocracy / Create
Entrepreneurial place,Take Risks, Innovation,Growth
Clan / Collaborate
Extended Family, Loyalty andTradition, High Cohesion
and Morale
Clan / Collaborate
Extended Family, Loyalty andTradition, High Cohesion
and Morale
Ref: Engelen, A., Flatten, T. C., Thalmann, J., & Brettel, M. (2014). The Effect of Organizational Culture on Entrepreneurial Orientation:
A Comparison between Germany and Thailand. Journal Of Small Business Management.
Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, by: Kim S. Cameron; Robert E. Quinn

33. Strategic Alignment
Vision Mission
Goals Values
Ref: Leadership Conversations: Challenging High Potential Managers to Become Great Leaders, Alan B, Richard S & Firms of Endearment: How World-Class Companies Profit from Passion and Purpose, Rajendra, S., Jagdish,
S, David, W

34.  Have a clear communication strategy
 Create Awareness and Socialize Strategy and Goals across
organization
 Frequency of communication
 Multiple modes of communication. Eg. Email, WebEx, Video, In-
Person, etc.
 Customize content based on various stakeholder groups, needs, and
interest
Communication

35.  Transparent Project selection and approval process
 Identify Key Performance Indicators (Socialize and Buy-in)
 Technology and Tools to capture KPIs
 Program and Project Process Maturity and Excellence
 Standards and Best Practices
 Continuous Improvement
Measure, Govern, and Improve

36. Summary
PPM Framework
&
Process
Strategic
Alignment
Culture
&
Leadership
Communication
Governance
&
Measurement
Continuous
Improvement

37. Questions?
dassconnect@gmail.com
https://www.linkedin.com/in/kaalidass