Portfolio

Transcription

Portfolio

Management of Portfolios
Overview
Management of Portfolios ™ is a Trade Mark of the Office of Government Commerce in the
United Kingdom and other countries
The Swirl logo™ is a Trade Mark of the Office of Government Commerce
Programme
Introduction in Portfolio Management
MoP Principles
Definition Cycle
Delivery Cycle
And now?
© 2011 Capgemini - All rights reserved
37779_MoP_Introduction Portfoliomanagement v0.1.ppt / 2
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Strategic objectives
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The Context of Portfolio Management
Vision
Mission
Sub Portfolio
Programma
Programma
Project
Project
Project
Run the Business
Portfolio
Change the Business
Business Plans
Activities
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Portfolio – Programme - Project
Permanent
Organisation
Work on mission
Portfolio
Realising the Strategy
Programme
Project
Reaching of objectives
Reaching of results
Why
Steering of resources
Time horizon
Eternal
Eternal in it’s intention
Temporary
Finite
Periodically
Fixed frequency
Agreed moments
Phases
Decision making
Is meant to …
Is ready when the …
Steering on …
Management gates
Stages
Effective and efficient
Optimise resources and
Realise unique
process execution
dependencies
objectives
Year has ended
Strategy accomplished
Objectives are reached
Result is ready
budget, processes,
Alignment
Coherence
T, Q, Resources
procedures and policies
Realise unique results
Means
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MoP and the OGC’s Best Management
Practice Guidance
Glossary
Models
Guidance
Portfolio,
Programme
and Project
Maturity
Model
(P3M3®)
Management
of Risk®
Management
of Value™
Portfolio,
Programme
and Project
Offices
(P3O®)
ITIL®
Portfolio Management (MoP™)
PRINCE2™
Maturity
Model
(P2MM)
Programme Management (MSP®)
Project Management (PRINCE2™)
© Crown Copyright 2011 Reproduced with permission from OGC
M_o_R® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries | PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the
United Kingdom and other countries | MSP® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries | ITIL® is a Registered Trade Mark of the Office of
Government Commerce in the United Kingdom and other countries | P3M3® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries | P3O® is a
Registered Trade Mark of the Office of Government Commerce | MoP™ is a Trade Mark of the Office of Government Commerce in the United Kingdom and other countries | MoV™ is a Trade Mark of the
Office of Government Commerce in the United Kingdom and other countries
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• Launched Januari 2011
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Portfolio and Portfolio Management
Portfolio
• The totality of an organization’s investment (or
segment thereof) in the changes required to
achieve its strategic objectives.
Portfolio Management
• Portfolio Management is a co-ordinated collection
of strategic processes and decisions that together
enable the most effective balance of
organizational change and Business As Usual.
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Principles of MoP
Senior
Management
Commitment
Energized
Change
Culture
Portfolio Definition
Governance
Alignment
Energy
Portfolio Delivery
Portfolio
Office
Strategy
Alignment
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Cycles of MoP
Doing the right things
Doing the things right
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Definition Cycle: doing the right things
The purpose of the portfolio definition cycle is to collate key information that will
provide clarity to senior management on the collection of change initiatives that
will deliver the greatest contribution to the strategic objectives, subject to
consideration of risk/achievability, resource constraints and cost/affordability.
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5 practices of the Definition cycle
Understand
• To obtain a clear and transparent view of
status, progress and forecast
Categorize
• To make it easier for senior decision makers
to understand the make up of their portfolio
and thus to make decisions
Prioritize
• To choose the initiatives which to invest in, to
allocate resources to, to give priority over
others.
Balance
• To ensure that the resulting portfolio is well
balanced .
Plan
• to collate information from the portfolio
definition cycle and create a Portfolio
Strategy & Delivery Plan
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Delivery Cycle: doing the things right
The purpose of the portfolio delivery cycle is to ensure the successful
implementation of the planned change initiatives as agreed in the Portfolio
strategy & Delivery Plan, whilst also ensuring the portfolio adapts to changes in
the strategic objectives, project and programme delivery, and lessons learned.
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7 practices of the Delivery cycle
Management Control
• Defined processes, Guidance and templates, Regular
progress-reporting, Stage or phase gates and Regular
portfolio-level reviews
Benefit Management
• To clearly identify and manage the benefits being realized
from the portfolio
Financial Management
Risk Management
• To ensure that the portfolio management processes and
decisions are aligned to the financial management cycle
• To ensure consistent and effective management of the
portfolio’s exposure to risk (and dependencies) at individual
and collective level
Stakeholder Engagement
• To provide a coordinated approach to stakeholder
engagement and communication
Organization Governance
• To ensure clarity about what decisions are made, where
and when, and what criteria are used.
Resource Management
• To put in place mechanisms to understand and manage the
amount of resources available and required
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Key functions that Portfolio Management
needs to coordinate with
1. Business As Usual
2. Strategic and
business Planning
3. Budgeting and
Resource Allocation
Portfolio
Management
4. Programme and
Project Management
5. Performance
Management
6. Corporate
Governance
7. Corporate
functions
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2. Portfolio Management and
Strategic and Business Planning
Figure 3.2 © Crown Copyright 2011 Reproduced with permission from OGC
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Roles in MoP
Portfolio Direction Group
(Investment Committee)
• Takes decisions about inclusion of initiatives in the portfolio.
Portfolio Progress Group
(Change delivery)
• To monitor portfolio progress and resolve issues.
Business Change Director
(Portfolio Director)
Portfolio Manager
Portfolio Benefits Manager
• Board member responsible for portfolio strategy and
leadership
• Coordinates effective and efficient operation of portfolio
management practices
• Ensuring a consistent approach to benefit management is
applied across the portfolio
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MoP documentation
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The objectives of Portfolio Management
The change initiatives that are being delivered (and those in the development
pipeline) represent the optimum allocation of resources in the context of the
organization’s strategic objectives, available resources, and risk or achievability.
The Portfolio is sufficient to achieve the desired contribution to strategic objectives.
All initiatives are necessary to achieve the desired contribution to strategic
objectives.
The selected change initiatives are delivered effectively and cost efficiently.
All the potential benefits are realized.
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Change the Business
Business
change strategy
Are we doing the
right things?
Validation
Business
change value
Are we getting the
business benefits?
Business
change
governance
Business
change design
Are we doing things
the right way?
Verification
Business
change delivery
Are we getting
things done well?
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The benefits of Portfolio Management
More of the ‘right’ programmes and projects
- greater financial benefits and measurable contribution to strategic objectives
- removal of redundant & duplicate initiatives
More effective implementation and delivery of programmes and projects
More efficient resource utilization
Greater benefits realization
Enhanced transparency, accountability and corporate governance
Improved engagement and communication between relevant stakeholders
Improved awareness of aggregated risks
Commitment of senior managers on the contents of the portfolio
Improved cross-organizational collaboration in pursuit of shared goals
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Portfolio Management is not ...
Just another process, system or overhead
A group of ‘project people ’who sit in isolation and produce a plan summarizing
what is already scheduled
Programme or project management on a bigger scale
Just reporting
A rigid, bureaucratic constraint on management decision-making
Just a list of all existing programmes and projects
A bureaucratic process that prevents or stops programmes or projects for no
good reason
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Benefits of MoP
• A framework thus adaptable
• Integral part of the Best
Management Practice Guidance
• No mandatory techniques
• Enables the realization of the
benefits of Portfolio Management
• Certifiable, comprehensive,
concise
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Maturing MoP
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MoP Certification
Foundation
•
•
•
•
•
MoP®-Framework knowledge
Multiple choice exam
50 items, 40 minutes, 50% pass mark
English language only
Closed book, translated word list and dictionary allowed
Practitioner (as of September 12th)
•
•
•
•
•
Applying MoP®-Framework knowledge scenario based
Objective Testing Exam
4 questions with 20 items each, pass mark is 50%
English language only
Open book, translated word list and dictionary allowed
Management of Portfolios ! Lia de Zoete
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© 2011 Capgemini. All rights reserved.
Accredited Training Organizations
for Management of Portfolio
Foundation training is usually 2 days
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Capgemini Academy

Portfolio

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