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Project Management 2. Portfolio Management
Week 2
Project selection and portfolio management
Project selection and portfolio management
Project selection and portfolio management What are the inputs that cause the project process to begin?
Unit Objectives ,[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
[object Object]
[object Object],[object Object]
[object Object],[object Object],[object Object]
http://www.teachers.ash.org.au/ researchskills /Dalton. htm
[object Object]
Strategic Planning
Strategic Planning ,[object Object],[object Object]
Strategy 2 Strategy 1 Strategy 3 Strategy 4 Organisation Mission Money Customers Efficiency and Effectiveness Adaptability
5 Forces analysis Supplier power Customer power Threat of New Entrants Substitutes Intensity of competition Michael Porter’s ‘5 Forces’ – 1980’s
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
Process efficiency Scorecard Customer satisfaction Financial Learning and innovation Balanced Scorecard Kaplan & Norton (1994?) HBR
Kaplan & Norton (1998?) HBR http://www.visual-literacy.org/periodic_table/pix/strategy-bsc-map.png   Strategy Map
Strategy 2 Strategy 1 Strategy 3 Strategy 4 Organisation Mission Money Customers Efficiency and Effectiveness Adaptability
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals
Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals
SWOT Analysis
[object Object],[object Object]
S T W O
S T W O Positive Negative
S T W O Internal External
S T W O Internal External Positive Negative
S T W O Internal External Positive Negative
Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals
http://en.wikipedia.org/wiki/SMART_(project_management) Time-bound T Relevant R Achievable A Measurable M Specific S
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
[object Object]
Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals
 
Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals
Organisation Mission Money Customers Efficiency and Effectiveness Adaptability Strategy 2 Strategy 1 Strategy 3 Strategy 4
Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals
Organisation Mission Money Customers Efficiency and Effectiveness Adaptability projects projects projects projects Strategy 2 Strategy 1 Strategy 3 Strategy 4
[object Object]
Figure 2.1  Strategic Management Process  (Gray & Larson, 2006, p25)
projects
projects projects projects projects
projects projects projects projects projects projects projects projects projects projects projects projects
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],OPM3
Programme OPM3 Portfolio Projects
Projects Programme Portfolio Project Programme Project Project Projects Project Project Projects Project Project Projects
One Portfolio or Several? Categories Approaches to  project  portfolio management
One Portfolio or Several?
Categories Venture: Projects that  transform  the business Growth: Projects that  grow  revenue or market share Core: Projects that help  run  the business
[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],Benefits of Project Portfolio Management
[object Object]
Different views from senior management on what  (and how)  should be done
Competition  (& effective utilisation)  for resources
How to ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 2.8  Sample project portfolio approach (Schwalbe, 2005, p51)
Figure 1.5  Project management compared to project portfolio management (Schwalbe, 2005, p15)
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
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
http://www.betterprojects.net/search?q=strategy
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
Identifying IT Projects
Identifying IT Projects ,[object Object],[object Object],[object Object],[object Object]
Figure 2.1  Pyramid for the Project Selection Process (Schwalbe, 2005, p35)
Project Proposals
 
Most business units have a strategic plan
Which SHOULD align with the organisation’s strategic plan Which SHOULD align with the organisation’s strategic plan
Solicitation of Project Proposals ,[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Project Initiation forms Figure 2.4B  Risk Analysis (Gray & Larson, 2006, p39) Figure 2.4A  Major Project Proposal  (Gray & Larson, 2006, p38)
Project Initiation forms Figure 2.4B  Risk Analysis (Gray & Larson, 2006, p39) Figure 2.4A  Major Project Proposal  (Gray & Larson, 2006, p38)
Project Selection Methods
Not all project proposals make it to initiation
[object Object],[object Object]
[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Financial Analysis $$$ Net Present Value Payback model Return on Investment (there are more)
Financial Analysis $$$ Net Present Value Payback model Return on Investment (there are more)
Net Present Value ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Time to  Stop and turn to a new presentation pack
Payback model Figure 4.1  Charting the Payback Period  (Schwalbe, 2006, p129) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Return on Investment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],(total discounted benefits – total discounted costs) discounted costs
Non-financial Analysis $$$ Weighted scoring model Balanced Scorecard
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],$$$ Weighted scoring model $$$
[object Object],[object Object],[object Object],[object Object],$$$ Balanced Scorecard $$$
Applying a selection model
Applying a Selection Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Project Selection
The Business Case ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Business Case ,[object Object]
Table 3.4  Sample business case (Schwalbe, 2005, pp74-76) Example business case
Contents of a Business Case ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Figure 2.3  The Process for Developing a Business Case (Marchewka, 2003, p34)
Project Success
[object Object],[object Object]
[object Object],[object Object],Not even completed Typically 189% over budget OTOBOS 53% Challenged 16% Success 31%   Critical Failures 1994
[object Object],[object Object],Not even completed Still way over budget OTOBOS 51% Challenged 34% Success 15%   Critical Failures 2002
53% Challenged 16% Success 31%   Critical Failures 1994 51% Challenged 34% Success 15%   Critical Failures 2002
1994 2005 Wasted money as a share of total project spend Billions of dollars
What happened?
[object Object]
[object Object],Smaller projects Better tools Better training
Better Selection Portfolio Mgt Strategic Alignment More recently
Things you should have (if you want to succeed) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],But, change has been…
[object Object]
[object Object],What do you think is still going wrong?
BetterProjects.net ,[object Object],[object Object]

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The Project Management Process - Week 2