PPM Strategic program management

1. Edwin A Provencal
Student of Life
0202232664
edwin@provencalconsulting.com

2. Knowing me, knowing you

3. STRATEGIC PROGRAM MANAGEMENT

4. With your permission

5. Content
1. Intro: Vision, Mission, Values, Strategy
2. Definitions: Strategy, Portfolio, Program,
PMO
3. Strategy Execution - core competence
4. Program Management & Role in Strategy
Execution

6. Content
• Intro: Vision, Mission, Values, Strategy
• Definitions: Strategy, Portfolio, Program, PMO
• Strategy Execution - core competence
• Program Management & role in Strategy
Execution

7. Vision, Mission, Values, Strategy
What do we want?
How will we get there?
Why do we exist?
Who we are?

8. Values – Who are we?
• Amazon: • Vodafone
– Customer Obsession – Speed
– Innovation – Simplicity
– Bias for Action – Trust
– Ownership • MTN
– High Hiring Bar – Integrity
– Frugality – Leadership
– Innovation
– Can-Do
– Relationships

9. Mission – why do we exist?
• Wal-Mart Stores: • Honda:
– To help people save money – To seek technology that
so they can live better. helps realize true peace
• Metro: and happiness on earth.
– To bring together people • Google:
and products in all corners – To organize the world's
of the globe. information and make it
• Tesco: universally accessible and
useful.
– To create value for our
customers to earn their
lifetime loyalty.

10. Try it yourself!
1. short
2. catchy, easy to remember
3. inspiring
4. ambitious
5. realistic and measurable
6. differentiating from competition

11. Vision – What do we want?
• Wal-Mart Stores:
– To become the worldwide
leader in retailing.
• Sony:
– To have the world look to
Sony for comprehensive
entertainment.
• Samsung:
– To lead the digital
convergence movement.

12. Try It yourself!
1. specific
2. achievable
3. motivating
4. guideline for daily decisions
5. shapes organisation culture
6. BHAG

13. Strategy

14. Hierarchy of Needs

15. Strategic Planning Process
ENVIRONMENTAL SCANNING
External Analysis
OPPORTUNITIES
•PEST
&
•Porter’s 5 Forces
THREATS
•Stakeholder Analysis
Assumptions STRATEGY
KEY ISSUES/WORRY LIST Forecasts
Internal Analysis
•Resource Based View
STRENGTHS
•Value Chain
& STRATEGY EXECUTION
•SWOT
WEAKNESSES
•Functional, etc
Monitoring & Control Monitoring & Control Monitoring & Control Monitoring & Control

16. Content
• Intro: Vision, Mission, Values, Strategy
• Definitions: Strategy, Portfolio, Program, PMO
• Strategy Execution - core competence
• Program Management & role in Strategy
Execution

17. Strategy Definition

18. Project, Program, Portfolio, PMO
Project Management
• is the planning, organizing, directing, and controlling of company resources... for a
relatively short-term objective
Program Management
• a group of related projects managed in a coordinated way to obtain benefits and control
not available from managing them individually
Portfolio Management
• A portfolio is a collection of projects or programs and other work that are grouped
together to facilitate effective management of that work to meet strategic business
objectives.
PMO
• An organizational body or entity assigned various responsibilities related to the centralized
and coordinated management of those programs under its domain.
• The responsibilities of a PMO can range from providing PM support functions to actually
being responsible for the direct management of a project.

19. Projects, Programs, Portfolio Rlnship

20. Content
• Intro: Vision, Mission, Values, Strategy
• Definitions: Strategy, Portfolio, Program, PMO
• Strategy Execution, a core competence
• Program Management & role in Strategy
Execution

21. FACT!
Most Organizations Have a STRATEGY

22. The Challenge
Only 10% of
organizations
execute their
strategy
Barriers to Strategy Execution
Vision Barrier People Barrier Management Barriers Resource Barrier
Only 5% of the Only 25% of the 85% of executive teams 60% of organizations
workforce managers have spend less than one hour don’t link budgets
understands the incentives linked to per month discussing
strategy strategy strategy
Culled from Harvard Business Review

23. ABC Bank Strategy Map
The Revenue Growth Strategy The Productivity Strategy
Financial Improve
Perspective Returns
Improve
Broaden
Operating
Revenue Mix
Efficiency
Customer
Perspective
Increase Customer Increase Customer
Confidence in Our Satisfaction Through
Financial Advice Superior Execution
Internal Innovation Customer Management Operational Excellence
Perspective
Understand Cross-Sell Shift to Provide
Develop New Minimize
Customer the Product Appropriate Rapid
Products Problems
Segments Line Channel Response
Learning
Perspective Increase Employee
 Employee Satisfaction Productivity  Revenue per Employee
Develop Access to Align Personal
Strategic Skills Strategic Info Goals
 Strategic Job  Strategic Info  Personal Goals
Coverage Ratio Availability Alignment (%)

24. Strategy Execution - Balanced Scorecard
Balanced Scorecard should be understood as the LINK between
strategy and action
Specific initiatives to support the implementation of
the company's strategies
BSC
Strategy Action/
Operations
Strategic guidance will be communicated and BSC
implemented on all relevant levels

26. Palladium’s Methodological approach
6 steps to achieve it
Translate the strategy in 2 Enable an agenda for the requiered
1
operational terms using the Translate Develop changes and define a coherent strategy
Balanced Scorecard so everyone the the that is aligned with the Mision, Vison
can understand it Strategy Strategy and values of the organization
3 Strategic Plan 6
Align the organization around its Align the Test
Monitor the strategy momentum
strategy so it becomes everyone’s Organization and Adapt and adapt the strategy based on
job the results achieved
Business
Intelligence
4 5
Link the stratetgy with the Plan Monitor Turn the strategy in a continuos
organizations budget and the Operations Operating/Financial Plan and Learn process, establishing a formal
adequate process to assure its follow-up process based on the
execution strategy performance
Process
Execution

27. BSC - 4 Quadrants & Causal Links
FINANCIAL
“To succeed Objectives Measures Targets Initiatives
financially, how
Lagging
Hard
should we appear
to our
shareholders?”
CUSTOMER INTERNAL BUSINESS PROCESSES
“To achieve Objectives Measures Targets Initiatives “To satisfy our Objectives Measures Targets Initiatives
our vision, Vision shareholders
how should & and customers,
we appear to Strategy what business
our processes must
customers?” we excel at?”
Leading
INNOVATION LEARNING & GROWTH
“To achieve our Objectives Measures Targets Initiatives
Soft
vision, how will
we sustain our
ability to
change and
improve?”

28. Typical Corporate Scorecard
Strategic
Strategic Objective Strategic Measures Initiatives Budget Owner
Theme
GROW F1: Increase shareholder value EBITDA Initiative A GHC XXX Director,
Financial
F2: Profitable Growth across all Revenue Market Share Initiative B GHC YYY Finance
commercial areas ROCE
OFCF, FCF
Growth Rate vs Competition
Full Cost vs Competition
CUSTOMER C1: Delight targeted segment Market Share per segments Programs B GHC ZZZ Director,
ADMIRATION C2: Improve Dealer profitability CDI, NPS per segment Project C GHC RRR Marketing
Customer
ARPU
TRUSTED BRAND Brand KPIs
Gross/Net adds
WIN-WIN Dealer Gross profit Growth Project D GHC PPP Director,
DEALER Dealer Survey Sales
RELATIONS
NEW PRODUCTS I1: Innovative Products and New Product ROI Program E GHC FFF CTO
services New product Acceptance Rate
Internal
COST I2: Technology Excellence Perfect Orders
EFFICIENCY I3: Inventory Management SLA adherence (Delivery, MTTR)
I4: On spec – On Time Cost Initiatives ROI
OPERATIONAL I5: Cost Saving Initiatives Incidents per month vs Group Director,
EXCELLENCE I6: Improve H&S HR
INVIGORATE L1: Employee engagement Employee engagement scores Project F GHC KKK CEO
Learning &
L2: Key Business systems (CRM, Employee surveys per region
Growth
UNDERSTAND DR, BIs) Strategic competency Availability
THE BUSINESS L3: Core competencies and skills % successors identified Program G Director ,
L3: Business rating (Ghana Club Strategic Information availability HR
100)

29. Cascading the corporate scorecard

30. Example: HR Organization Scorecard
Strategic Objectives Strategic Measures Targets Strategic Initiatives Budget
M1. Create Shareholder Value  Stock Price Multiple  Competitive
Business
Linkage
norms
M2. Objectives on  Measures on
M3. Enterprise Scorecard  Enterprise Scorecard
M4. Impacted by HR  Impacted by HR
Financial
F1. Improve HR Efficiency  Budget Cost vs Actual  100%
 HR Cost / Employee  90% of norm
 Employee Satisfaction Survey  80% rating  Employee Survey
Customer
C1. Create a Positive Work Environment $ CCC
C2. Build Strategic Partnership  Service Agreement Feedback  85% Rating  Account Review Program $ BBB
C2. Insure Human Capital Readiness  Human Capital Readiness  75%  Human Capital Readiness Report $ AAA
I1. Achieve HR Operational Excellence  Cost per Transaction  5% Reduction  Activity Based Costing $ NNN
 Cycle Time  21 Days  Process reengineering $ OOO
 Error Rate / Complaints  50% reduction  TQM for HR Processes $ PPP
I2. Develop Business Unit Partnerships  Service Agreements in Place (%)  90%  Service Agreements Program $ KKK
 HR Strategic Plans in Place (%)  90%  HR Strategic Planning Process $ LLL
 Time with Customer  10 hrs / week  Relationship Management Program $ MMM
Internal
I3. Provide Strategic Support to
Business
a) Build Strategic Staff  Human Capital Readiness  100%  Strategic Job Family Identification $ DDD
Competencies  Competency Profiles $ EEE
 Training & Development $ FFF
b) Develop Leaders &  Leadership Alignment  100%  Leadership Development $ GGG
Supportive Culture  Cultural Alignment  100%  Mission, Vision, Values $ HHH
c) Create a High Performance  Staff Alignment  100%  Strategic Communications $ III
Organization  Performance Management Program $ JJJ
L1. Provide Strategic HR Info  HR Application System Readiness  100% (vs. plan)  HR Systems Plan $ QQQ
 HR Competencies: Readiness  100% (vs. plan)  HR Competency Plan
Learning &
L2. Develop Strategic HR Competencies $ RRR
Growth
L3. Fill HR Leadership Pipeline  Key Position Depth Chart  80%  HR Leadership Development Program $ SSS
L4. Increase Best Practice Sharing  Best Practices Transferred (#)  50%  Knowledge Management Program $ TTT
L5. Insure Strategic Alignment  Personal Goals Linked to BSC (%)  80%  BSC Cascade $ UUU
L6. Create Shared Vision / Culture  Strategic Awareness (%)  80%  Strategic Education / Communication $ VVV
© 2007 Palladium Group, Inc.
TOTAL: $XYZ

31. Content
• Intro: Vision, Mission, Values, Strategy
• Definitions: Strategy, Portfolio, Program, PMO
• Strategy Execution - core competence
• Program Management & role in Strategy
Execution

32. Recap: Projects, Programs, Portfolio Rlnship

33. Recap: HR Balanced Scorecard
Strategic Objectives Strategic Measures Targets Strategic Initiatives Budget
M1. Create Shareholder Value  Stock Price Multiple  Competitive
Business
Linkage
norms
M2. Objectives on  Measures on
M3. Enterprise Scorecard  Enterprise Scorecard
M4. Impacted by HR  Impacted by HR
Financial
F1. Improve HR Efficiency  Budget Cost vs Actual  100%
 HR Cost / Employee  90% of norm
 Employee Satisfaction Survey  80% rating  Employee Survey
Customer
C1. Create a Positive Work Environment $ CCC
C2. Build Strategic Partnership  Service Agreement Feedback  85% Rating  Account Review Program $ BBB
C2. Insure Human Capital Readiness  Human Capital Readiness  75%  Human Capital Readiness Report $ AAA
I1. Achieve HR Operational Excellence  Cost per Transaction  5% Reduction  Activity Based Costing $ NNN
 Cycle Time  21 Days  Process reengineering $ OOO
 Error Rate / Complaints  50% reduction  TQM for HR Processes $ PPP
I2. Develop Business Unit Partnerships  Service Agreements in Place (%)  90%  Service Agreements Program $ KKK
 HR Strategic Plans in Place (%)  90%  HR Strategic Planning Process $ LLL
 Time with Customer  10 hrs / week  Relationship Management Program $ MMM
Internal
I3. Provide Strategic Support to
Business
a) Build Strategic Staff  Human Capital Readiness  100%  Strategic Job Family Identification $ DDD
Competencies  Competency Profiles $ EEE
 Training & Development $ FFF
b) Develop Leaders &  Leadership Alignment  100%  Leadership Development $ GGG
Supportive Culture  Cultural Alignment  100%  Mission, Vision, Values $ HHH
c) Create a High Performance  Staff Alignment  100%  Strategic Communications $ III
Organization  Performance Management Program $ JJJ
L1. Provide Strategic HR Info  HR Application System Readiness  100% (vs. plan)  HR Systems Plan $ QQQ
 HR Competencies: Readiness  100% (vs. plan)  HR Competency Plan
Learning &
L2. Develop Strategic HR Competencies $ RRR
Growth
L3. Fill HR Leadership Pipeline  Key Position Depth Chart  80%  HR Leadership Development Program $ SSS
L4. Increase Best Practice Sharing  Best Practices Transferred (#)  50%  Knowledge Management Program $ TTT
L5. Insure Strategic Alignment  Personal Goals Linked to BSC (%)  80%  BSC Cascade $ UUU
L6. Create Shared Vision / Culture  Strategic Awareness (%)  80%  Strategic Education / Communication $ VVV

34. • Strategic Objective:
– Achieve Operational Excellence owned by Dick
• Initiatives Required to Achieve Objective
– Project 1: Activity Based Costing @ $NNN, PM: DY
– Project 2: Process Re-engineering @ $OOO, PM: PN
– Program 1: TQM for HR Processes @ $PPP, PM: JM
• Program Manager
– Edwin Provencal

35. Financial
Customer
Perspective
Learning & Growth
Internal Processes
all Strategic Objectives
Balanced Scorecard Project
Plot Impact of Programs against
Achieve Operational excellence
Strategic Objective
Program
Program Name
Program Name
Program Name
Program Name
Program Name
x
Activity based Coating
Program Name
x
Process reengineering
Program Name
x
TQM for HR Processes
Program Name
Program Name
Program Name
Program Name
Program Name
Program Name
Program Name
Project/Program Requirement Matrix
Program Name
Program Name
Program Name

36. Benefits of Program Management
Area of Impact Benefit
Delivery of Change More effective delivery of changes because the changes can be planned and implemented in an integrated
way ensuring that current business operations are not adversely affected
Alignment between Effective response to strategic initiatives by filling the gap between strategies and projects
strategy and project levels
Management support Keeping activities focused on the business change objectives by providing a framework for senior
management to direct and manage the change process
Resource management More efficient management of resources by providing a mechanism for project prioritization and project
integration
Risk management Better management of risk because the wider context is understood and explicitly acknowledged
Benefit realization Help to achieve real business benefits through a formal process of benefit identification, management,
realization and measurement
Management control Improved control through a framework within which the costs of introducing new infrastructure, standards
and quality regimes can be justified, measured and assessed
Business operations Clarification of how new business operations will deliver improved performance by defining the desired
benefits and linking these to the achievement of new working practices
Management of Business More effective management of the Business Case by building and maintaining a Business Case that clearly
Case compares current business operations with the more beneficial future business operations
Co-ordination and control More efficient co-ordination and control of the often complex range of activities by clearly defining roles and
responsibilities for managing the Project Portfolio and realizing the benefits delivered by the program
Transition management Smooth transition from current to future business operations through the clear recognition and responsibility
for preparing the organization for migration to new ways of working
Consistency Achieving a consistent system of new or amended policies, standards, and work practices through the
integrated definition, planning, delivery and assurance of the required changes

37. Key Skills
Leadership Benefit Focus Motivation Communication
Decision- Political Cultural
Influencing
making Awareness Awareness
Risk Project
Negotiation Management Creativity Management
Mindset Principles
Comfortable in
Time Conflict
Flexibility an uncertain
Management Management
environment

38. In summary
• Most organizations have a strategy
• 90% of organizations fail to execute
• Strategy Execution can be a core competence
• Program Management plays a key role in
effective Strategy Execution