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Semelhante a Week 02 - Portfolio Management
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Week 02 - Portfolio Management
- 1. Project Management 2. Portfolio Management
- 2. Week 2
- 3. Project selection and portfolio management
- 4. Project selection and portfolio management
- 5. Project selection and portfolio management What are the inputs that cause the project process to begin?
- 17. Strategy 2 Strategy 1 Strategy 3 Strategy 4 Organisation Mission Money Customers Efficiency and Effectiveness Adaptability
- 18. 5 Forces analysis Supplier power Customer power Threat of New Entrants Substitutes Intensity of competition Michael Porter’s ‘5 Forces’ – 1980’s
- 19. business model template VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIP TARGET CUSTOMER DISTRIBUTION CHANNEL VALUE CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS INFRASTRUCTURE CUSTOMER OFFER FINANCE Osterwalder’s Business Model framework 2006 http://business-model-design.blogspot.com
- 20. Process efficiency Scorecard Customer satisfaction Financial Learning and innovation Balanced Scorecard Kaplan & Norton (1994?) HBR
- 21. Kaplan & Norton (1998?) HBR http://www.visual-literacy.org/periodic_table/pix/strategy-bsc-map.png Strategy Map
- 22. Strategy 2 Strategy 1 Strategy 3 Strategy 4 Organisation Mission Money Customers Efficiency and Effectiveness Adaptability
- 24. Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals
- 25. Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals
- 26. SWOT Analysis
- 28. S T W O
- 29. S T W O Positive Negative
- 30. S T W O Internal External
- 31. S T W O Internal External Positive Negative
- 32. S T W O Internal External Positive Negative
- 33. Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals
- 34. http://en.wikipedia.org/wiki/SMART_(project_management) Time-bound T Relevant R Achievable A Measurable M Specific S
- 35. http://en.wikipedia.org/wiki/SMART_(project_management) Recorded, Rewarding, Reviewed [8] R [1] Exciting, Evaluated, Ethical E [1] Time framed [2] , Timed, Time-based, Timeboxed, Timely [6] [5] , Timebound, Time-Specific, Timetabled, Trackable Time-bound T Realistic [2] , Results/Results-focused/Results-oriented [6] , Resourced [7] , Rewarding [3] Relevant R Agreed, Attainable [6] , Assignable [2] , Appropriate, Actionable, Action-oriented [3] Achievable A Meaningful [3] , Motivational [3] , Manageable Measurable M Significant [3] , Stretching [3] , Simple Specific S Minor Terms Major Term Letter
- 37. Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals
- 39. Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals
- 40. Organisation Mission Money Customers Efficiency and Effectiveness Adaptability Strategy 2 Strategy 1 Strategy 3 Strategy 4
- 41. Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals
- 42. Organisation Mission Money Customers Efficiency and Effectiveness Adaptability projects projects projects projects Strategy 2 Strategy 1 Strategy 3 Strategy 4
- 44. Figure 2.1 Strategic Management Process (Gray & Larson, 2006, p25)
- 45. projects
- 46. projects projects projects projects
- 47. projects projects projects projects projects projects projects projects projects projects projects projects
- 49. Programme OPM3 Portfolio Projects
- 50. Projects Programme Portfolio Project Programme Project Project Projects Project Project Projects Project Project Projects
- 51. One Portfolio or Several? Categories Approaches to project portfolio management
- 52. One Portfolio or Several?
- 53. Categories Venture: Projects that transform the business Growth: Projects that grow revenue or market share Core: Projects that help run the business
- 57. Different views from senior management on what (and how) should be done
- 58. Competition (& effective utilisation) for resources
- 60. Figure 2.8 Sample project portfolio approach (Schwalbe, 2005, p51)
- 61. Figure 1.5 Project management compared to project portfolio management (Schwalbe, 2005, p15)
- 62. Money Customers Efficiency and Effectiveness Adaptability projects projects projects projects projects programme projects projects projects projects programme projects Strategy 2 Strategy 1 Strategy 3 Strategy 4 Organisation Mission Programme projects projects programme
- 63. Short term Mid term Long term projects projects projects projects projects projects projects projects projects projects projects projects Strategy 2 Strategy 1 Strategy 3 Strategy 4 Organisation Mission projects projects projects projects
- 65. projects projects projects projects projects projects projects projects projects projects projects projects Strategy 2 Strategy 1 Strategy 3 Strategy 4 Organisation Mission projects projects projects projects
- 68. Figure 2.1 Pyramid for the Project Selection Process (Schwalbe, 2005, p35)
- 71. Most business units have a strategic plan
- 72. Which SHOULD align with the organisation’s strategic plan Which SHOULD align with the organisation’s strategic plan
- 75. Project Initiation forms Figure 2.4B Risk Analysis (Gray & Larson, 2006, p39) Figure 2.4A Major Project Proposal (Gray & Larson, 2006, p38)
- 76. Project Initiation forms Figure 2.4B Risk Analysis (Gray & Larson, 2006, p39) Figure 2.4A Major Project Proposal (Gray & Larson, 2006, p38)
- 78. Not all project proposals make it to initiation
- 84. Financial Analysis $$$ Net Present Value Payback model Return on Investment (there are more)
- 85. Financial Analysis $$$ Net Present Value Payback model Return on Investment (there are more)
- 89. Non-financial Analysis $$$ Weighted scoring model Balanced Scorecard
- 92. Applying a selection model
- 97. Table 3.4 Sample business case (Schwalbe, 2005, pp74-76) Example business case
- 99. Figure 2.3 The Process for Developing a Business Case (Marchewka, 2003, p34)
- 100. Project Success
- 104. 53% Challenged 16% Success 31% Critical Failures 1994 51% Challenged 34% Success 15% Critical Failures 2002
- 105. 1994 2005 Wasted money as a share of total project spend Billions of dollars
- 106. What happened?
- 109. Better Selection Portfolio Mgt Strategic Alignment More recently
Notas do Editor
- Changes to organization’s mission and strategy Project managers must respond to changes with appropriate decisions about future projects and adjustments to current projects Project managers who understand their organization’s strategy can become effective advocates of projects aligned with the firm’s mission Strategic Management Overview Involves determining long-term objectives, predicting future trends, and projecting the need for new products and services Provides the theme and focus of the future direction for the firm respond to change allocating scarce resources Requires strong links among mission, goals, objectives, strategy, and implementation SWOT analysis S trengths, W eaknesses, O pportunities, and T hreats Strategic planning process should Review and define the organizational mission Set goals and objectives (see Doran’s SMART) Analyse and formulate strategies to reach objectives Implement strategies through projects
- Strategic Management Overview Involves determining long-term objectives, predicting future trends, and projecting the need for new products and services Provides the theme and focus of the future direction for the firm respond to change allocating scarce resources Requires strong links among mission, goals, objectives, strategy, and implementation
- Strategic planning process should Review and define the organizational mission Set goals and objectives (see Doran’s SMART) Analyse and formulate strategies to reach objectives Implement strategies through projects
- Strategic planning process should Review and define the organizational mission Set goals and objectives (see Doran’s SMART) Analyse and formulate strategies to reach objectives Implement strategies through projects
- SWOT analysis S trengths, W eaknesses, O pportunities, and T hreats
- SWOT analysis S trengths, W eaknesses, O pportunities, and T hreats
- SWOT analysis S trengths, W eaknesses, O pportunities, and T hreats
- SWOT analysis S trengths, W eaknesses, O pportunities, and T hreats
- SWOT analysis S trengths, W eaknesses, O pportunities, and T hreats
- SWOT analysis S trengths, W eaknesses, O pportunities, and T hreats
- Strategic planning process should Review and define the organizational mission Set goals and objectives (see Doran’s SMART) Analyse and formulate strategies to reach objectives Implement strategies through projects
- Doran’s characteristics of objectives S Specific Be specific in targeting an objective M Measurable Establish a measurable indicator(s) of progress A Assignable Make the objective assignable to one person for completion R Realistic State what can realistically be done with available resources T Time related
- Strategic planning process should Review and define the organizational mission Set goals and objectives (see Doran’s SMART) Analyse and formulate strategies to reach objectives Implement strategies through projects
- Strategic planning process should Review and define the organizational mission Set goals and objectives (see Doran’s SMART) Analyse and formulate strategies to reach objectives Implement strategies through projects
- Strategic planning process should Review and define the organizational mission Set goals and objectives (see Doran’s SMART) Analyse and formulate strategies to reach objectives Implement strategies through projects
- Many organizations support an emerging business strategy of project portfolio management Organizations group and manage projects as a portfolio of investments that contribute to organizations success Managing the Portfolio Senior management input Priority team responsibilities
- Sample Approaches for Creating a Project Portfolio One approach is adopting a large portfolio for the entire organization. Sections of the portfolio are broken down into groups IT projects are broken down into three categories: Venture: Projects that help transform the business Growth: Projects that help increase revenues Core: Projects that help run the business
- Sample Approaches for Creating a Project Portfolio One approach is adopting a large portfolio for the entire organization. Sections of the portfolio are broken down into groups IT projects are broken down into three categories: Venture: Projects that help transform the business Growth: Projects that help increase revenues Core: Projects that help run the business
- Sample Approaches for Creating a Project Portfolio One approach is adopting a large portfolio for the entire organization. Sections of the portfolio are broken down into groups IT projects are broken down into three categories: Venture: Projects that help transform the business Growth: Projects that help increase revenues Core: Projects that help run the business
- Implementation Gap lack of understanding and consensus on strategy among top management and middle-level (functional) managers who independently implement the strategy
- Resource Conflicts and Multitasking Multi-project environment creates interdependency relationships of shared resources which results in the starting, stopping, and restarting projects
- Changes to organization’s mission and strategy Project managers must respond to changes with appropriate decisions about future projects and adjustments to current projects Project managers who understand their organization’s strategy can become effective advocates of projects aligned with the firm’s mission
- Solicitation of Project Proposals Within the organization Request for proposal (RFP) from external sources (contractors and vendors) Ranking Proposals Discipline Accountability Responsibility Constraints Reduced flexibility Loss of power
- Solicitation of Project Proposals Within the organization Request for proposal (RFP) from external sources (contractors and vendors) Ranking Proposals Discipline Accountability Responsibility Constraints Reduced flexibility Loss of power
- Solicitation of Project Proposals Within the organization Request for proposal (RFP) from external sources (contractors and vendors) Ranking Proposals Discipline Accountability Responsibility Constraints Reduced flexibility Loss of power
- Solicitation of Project Proposals Within the organization Request for proposal (RFP) from external sources (contractors and vendors) Ranking Proposals Discipline Accountability Responsibility Constraints Reduced flexibility Loss of power
- Solicitation of Project Proposals Within the organization Request for proposal (RFP) from external sources (contractors and vendors) Ranking Proposals Discipline Accountability Responsibility Constraints Reduced flexibility Loss of power
- There are a variety of methods to assess whether a project is a good idea. Strategic alignment is one of them But there are several ways to address strategic plans, so a more detailed assessment process is needed.
- Methods for selecting projects include: Focusing on broad organizational needs Categorizing IT projects Financial analysis Using a weighted scoring model Implementing a balanced scorecard Focusing on Broad Organizational Needs It is often difficult to provide strong justification for many IT projects, but everyone agrees they have a high value Three important criteria for projects: need for the project funds available for the project will to make the project succeed Categorizing IT Projects One categorization assesses if the project provides a response to: a problem an opportunity a directive Another categorization is based on the time and date of expected completion Another categorization is the overall priority of the project
- Successful organizations initiate projects to meet business needs, and a common business need is to spend money wisely A business case is a document that provides justification for investment It is a good idea to have one of the company’s financial managers review the information for accuracy – not formally part of the project management plan Attributes of a Good Business Case Details all possible impacts, costs, benefits Clearly compares alternatives Objectively includes all pertinent information Systematic in terms of summarizing findings
- Successful organizations initiate projects to meet business needs, and a common business need is to spend money wisely A business case is a document that provides justification for investment It is a good idea to have one of the company’s financial managers review the information for accuracy – not formally part of the project management plan Attributes of a Good Business Case Details all possible impacts, costs, benefits Clearly compares alternatives Objectively includes all pertinent information Systematic in terms of summarizing findings
- Source: CHAOS Report 1995 by the Standish Group Access it here: http://net.educause.edu/ir/library/pdf/NCP08083B.pdf Since 1995 several subsequent versions have been published. Project performance has improved… incrementally.. Over the subsequent decade. There is still significant improvement opportunities for the IT projects industry. What do you think is going wrong at your workplace? What can be done to improve things? The 1995 Standish (CHAOS) report found the following factors common to successful projects1. User Involvement 15.9% 2. Executive Management Support 13.9% 3. Clear Statement of Requirements 13.0% 4. Proper Planning 9.6% 5. Realistic Expectations 8.2% 6. Smaller Project Milestones 7.7% 7. Competent Staff 7.2% 8. Ownership 5.3% 9. Clear Vision & Objectives 2.9% 10. Hard-Working, Focused Staff 2.4% Other 13.9%
- Improved Project Performance Standish Group’s CHAOS studies show improvements in IT projects in the past decade