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PM587 Project Management Presentation
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Portfolio Management Plan
PM587 Advanced Program ManagementKeller Graduate School of Management
DSLBJ EnterprisesDorothy Sullivan, Speranca Szana, Lilli Schweitzer, Brandy Starks, Johanna Sloss
DSLBJ Portfolio Management Plan
I. Strategic Plan• Strategic Formation,
Emergent• How Does It Fit with
Organizational Strategy?• Goals & Timing
II. Strategic Capacity• Human Resources, DSLBJ &
Sub-Contractor• Costs
III. Portfolio Management Process• Promote Growth &
Consistency• Process:• Start-up, Risk Analysis, Strategy
Management & Reporting
IV. Project Selection Criteria• Cost Benefit Analysis• Internal Rate of Return• Strategic Alignment• Feasibility• Scoring Model
DSLBJ Portfolio Management Plan
V. Program Management Plan• Benefits – Stakeholder Value• Evaluation of Opportunities &
Threats• Standards & Success
Indicators• Pacing
VI. Possible Sources of Conflict• Cost• Quality• Resource Allocation• Communication
VII. Change Management Plan• How Change is Managed• What Defines Change• Purpose/Role of Change
Control Board (CCB)
VIII. Resource Utilization PlanIdentify How Requirements are …• Identified• Analyzed• Documented• Managed for Lifecycle
I. Strategic PlanGrowth and Cohesiveness
I. Strategic PlanDSLBJ Enterprises
Security Installation Company• 18 Branch offices• 7 States• Growth strategy –
o Purchase medium size installationso Expand into new marketso Potential purchases must add value to region
• Uniformity, cohesiveness, dashboard information using:o Modular Customer Relations Management (CRM), o Estimator/Supply Chain
I. Strategic Plan (continued)DSLBJ Enterprises
Goals & Timing• CRM to strengthen leads generation & Security Installation
Company
customer contacts
• Estimator Module (Sweet Estimates)
o Simplify/standardize proposal generationo Conduct equipment searcho More sales to generate more revenue
• Supply Chain Module (Sweet Delivery)
o Reduce paper flow for distributors & vendorso Control & labor savings, automatic order generation
• Program to be implemented in phases
II. Strategic Capacity
Human Resources & Cost
II. Strategic Capacity
• Human Resourceso PPM, VP Operationso PgM, IT Directoro PM, IT Dept. Managero Sub-contract Software creation
• Costso Human resources, training/implementationo Software vendor fees:
• Customization • Use
III. Portfolio Management
ProcessPromote Growth & Consistency
III. Portfolio Management Process
• Promote growth & consistencyo Looking for strategic valueo Combine interrelated projectso Resource utilization
• Consolidation, eliminating redundancies
• Understand corporate strategyo Set goals to achieve corporate strategyo Allocate funding for these goalso Develop risk analysis (evaluate within parameters)o Develop processes for managing portfolioo Align project ideas to corporate goals/strategyo Assess value of projects
• Process includeso Start up o Risk analysiso Strategy managemento Reporting
III. Portfolio Management Process (continued)
DSLBJ Portfolio Management Process Flowchart
IV. Project Selection Criteria
Support Growth: Cost/Benefit Analysis, IRR, Strategic Alignment, Feasibility, Scoring Model
IV. Project Selection Criteria
• Focus on cohesiveness o Improve efficiencies across organizationo Streamline processes across brancheso Allow for more complete oversight of business activities
• Selection Methodso Cost benefit analysiso Internal rate of returno Strategic alignmento Feasibilityo Use of scoring model
IV. Project Selection Criteria (continued)
• Process for Portfolio Management includeso Start up
• Senior management discuss corporate strategy & broad initiatives• Funding & resource allocations• Department directors/key stakeholders determine policies &
procedureso Risk analysis o Strategy management using quantitative and/or qualitative
measures• If strategy is altered, projects are modified or eliminated to meet
new goal• Internal & external factors are reviewed
o Reporting – performance & strategy reports
V. Program Management Plan
Benefits, Evaluation of Opportunities/Threats, Standards/Success Indicators & Pacing
V. Program Management Plan
• Program management plan iso Linked to organizational change for strategic decision-making
• Cyclic activityo Regular assessment of benefitso Evaluation of opportunities/threatso Standards & success indicatorso Pacing
• Corporate governanceo Promote stakeholder value
• Grouping related projects• Meet common objectives
• Plan designed by Program Manager; implemented by DSLBJ
V. Program Management Plan
(continued)• Communication requirements
o Clear chain of command• Based on roles what is communicated• How information is communicated• When information is distributed• Who does the communication• Who receives the communication
• Standards & success indicatorso Develop standards to measure program integrationo Standards will be documented related to
• Processes• Communication• Data• Reports• Templates
VI. Possible Sources of Conflict
Cost, Quality, Resource Allocation, & Communication
VI. Possible Sources of Conflict
• Costo Software customizationo Training & implementationo Follow-up, repeated customization & implementation
• Qualityo Lack of quality impacts project performanceo Delays in meeting key schedule points, increased project costs &
dissatisfied customerso Quality processes need to be considered & control measures
embedded• Resource allocation
o Customer relations management, training, overlapping allocationso Lack of funding for software upgrades by external contractors
VI. Possible Sources of Conflict (continued)
• Communicationo Cohesive communication efforts across all participantso Communication risks
• Executive level decision-making of processes, procedures & projects
• Problems with different branches• Could hinder progress, increase cost/time & detour
employee cohesiveness• Risk to productivity• Success of entire project
VII. Change Management Plan
How Change is Managed, What Defines a Change, Purpose/Role of Change Control Board (CCB)
VII. Change Management Plan
Approach• Ensure all changes
are defined, reviewed & agreed upon
• Ensure change s are within scope, determine how to implement & manage the change as it is implemented
Change Definitions• Scheduling
changes• Budget changes• Scope changes• Changes must be
communicated, approved & documented
VII. Change Management Plan (continued)
Change Control Board• Approval authority• Purpose: to review all change requests, determine
risks/impact• Approve or deny requests
VII. Change Management Plan
(continued)Roles & Responsibilities• Sponsor
o Approves changes to funding, schedule, scope, Chairs the CCB
o Approve all changes to budget/funding allocations
o Approve all changes to schedule baseline
o Approve any changes in project scopeo Chair the CCB
• Project Managero Receive and log all change requests
from project stakeholderso Conduct preliminary risk, cost, schedule,
scope analysis of change prior to CCBo Seek clarification from change
requestors on any open issues or concerns
o Make documentation revisions/edits as necessary for all approved
• Project Teamo Submit all change requests
on standard organizational change request forms
o Provide all applicable information and detail on change request forms
o Be prepared to address questions regarding any submitted change requests
o Provide feedback as necessary on impact of proposed changes
VIII. Resource Utilization Plan
How Requirements Identified, Analyzed, Documented & Managed for the Lifecycle
VIII. Resource Utilization Plan
Efficient use of…
• People• Equipment• Materials• Facilities
How resources are
• Identified• Analyzed• Documented• Managed
VIII. Resource Utilization Plan (continued)
Project Requirements
• Non-Technical• Meet the needs• Ensure completion
& readiness
Product Requirements:
Developing Software
• Identified to meet the technical specifications of product
VIII. Resource Utilization Plan
(continued)Data Collection• Interviews• Focus groups• Facilitated workshops• Group creativity
techniques• Questionnaires/
surveys• Product prototype
Documented & Assigned• Added to project plan• Project team determines
methods for tracking/reporting
• Throughout lifecycle, PM ensures team reports status/issues
• May require change, must follow change control process
• Ongoing management includes receiving approvals as part of project closure
Grazie
Gracias
Thank You
Mulţumesc
Merci beaucoup Hval
a
danke schön Domo arigato gozaimasu
DSLBJ EnterprisesDorothy Sullivan, Speranca Szana, Lilli Schweitzer, Brandy Starks, Johanna Sloss