Choosing the
Right
Projects for
your Enterprise
–
easily done with Microsoft Project
Server
12
th
September 2014
Presentation to TechEd Conference
Auckland, New Zealand
Sep 9-12, 2014
Presented by
Youssef Mourra
Founder, Managing Consultant
[email protected]
You?
•
You are responsible for prioritising your organisation’s
project and portfolio
•
You have been asked to work out the right projects for
the organisation to tackle
•
You work in the organisation’s Project Office and feel
there has to be a better way to understand the resource
demand vs resource capacity dilemma
•
You’ve had a bad experience with Microsoft Project in
the past and want to know if it’s lifted its game
3
What are my credentials?
•
I have been using, training, consulting and coding in Microsoft Project
since 1989
•
I have been using Microsoft Project Server since its first incarnation as
Project Central 14 years ago
•
I have been part of and led over 70 Microsoft Project & Project Server
implementations in NZ, Australia and overseas
•
I have had a couple of unsuccessful engagements but there rest were
successful ones
•
I love what I do, I’m nowhere near perfect
•
I am a Microsoft V-TSP [Virtual Technology Solutions Professional] . As a
V-TSP, I have ability to position, demonstrate, design and implement
The Purpose of this Presentation
•
Want to expose you to Project Server 2013 in its online form and
show you how to use it to choose the right projects and get the
resourcing right for your organisation.
•
This will be done by showing the choices you have:
•
The Top-Down Approach
•
The Bottom-Up Approach
•
The Meet-at-the-Middle Approach
•
Remember, you can be up and running with Project Online (a part of
Office 365) in days
5
What does ‘Right Projects’ mean?
•
More commonly referred to as Portfolio Management
•
What is a Portfolio?
•
PMI
:
“A portfolio is a collection of projects and programs and other work
grouped to facilitate the effective management of that work to meet
strategic business objectives
. The components of a portfolio are
Enterprise Strategic Drivers
Vision
Strategic Alignment
recognising that our Vision and Strategy drive our
investments
Strategy
Prioritised Enterprise Portfolio
[Programmes and Projects delivering Change]
Divisional Drivers
7
Key Failings
(Doing the WRONG things)
• 60%of organisations do not link budgets to strategy
• 84%of organisations unable to demonstrate the link between budgets and business needs • 44%of board directors cannot
identify the key drivers of value in their companies
• 69%of major capital projects are neither on time nor on budget • 36%of projects are found to have
over-stated their potential benefits • 45%of projects only go ahead
because a senior executive insists • 21% of projects should have been
approved but lost to those with more vocal support
What’s in it for your organisation?
Recognising the leakage in costs and benefits
50%
Value
Achieved
50%
Value
Lost
100% 66% 0% 75% 100% Ef fe ct ive S elec tion – ‘Doing the Ri gh t Th ing s’ Ident ifying P otent ial Bus iness ValueEffective Execution – ‘Doing Things Right ’ Realising Business Value
Source: Standish Group, ‘Chaos Report’ 2006
Primary Source: : IDC, September 2008
Benefits of getting it RIGHT
•Potential savings of 20% of portfolio value in Year 1
•30% improvement in time to market for
revenue-generating initiatives
•5% reduction in overall costs
•59% reduction in project failures
•78% reduction in redundant projects
•37% decrease in cost per project
•35% increase in number of projects under management
The Value of P3M
recognising the P3M adoption opportunity
50%
Value
Achieved
50%
Value
Lost
100% 66% 0% 75% 100% Ef fe ct ive S elec tion – ‘Doing the Ri gh t Th ing s’ Ident ifying P otent ial Bus iness ValueEffective Execution – ‘Doing Things Right ’
Realising Business Value Primary Source: : IDC,
September 2008
Portfolio
Management
Pr ojec t & Pr ogr a mm e Mgt9
Becoming a true P3M organisation
recognising the different layers within P3M
Strategic
Identification, Assessment and the Prioritisation and
Optimsation of all projects against the Strategic Drivers
within budgetary, capacity and capability constraints
Portfolio
Optimisation
Project
Delivery
Programme
Management
Setting of
Strategic Goals
Define Strategic drivers from strategic goals at an
enterprise and divisional level
Delivery of
Strategy
Integrated
Delivery
Managing Time, Cost, Quality & Scope to
deliver a successful Output
Managing Benefits, Change, Dependency, Resource
and Integration to deliver a successful Outcome
Becoming a true P3M organisation
recognising the right practice approach
Strategic
Portfolio
Optimisation
Project
Delivery
Programme
Management
Setting of
Strategic Goals
Delivery of
Strategy
Integrated
Delivery
Projects Right
Right Projects
T
ools/S
yst
ems
Pr
ocess
es/Me
thodologi
es
P
eop
le/C
ap
ability
Or
g
an
isatio
na
lContext
P3O
11
How easy is it, really? All you need is..
•
…a strategy, strategic vision or the like for your organisation
•
Distil strategy into Strategic Drivers and Weight them
•
Write Impact Statements
•
….project information
•
Projects with the usual metadata information
•
If you can, some high level resourcing information
•
If you’re really good, some benefit and cost information
•
....portfolio information
•
Any dependency information would be great
•
Understanding your constraints would be helpful
The Approaches
•
Top-Down Approach
•
Perfect for organisations about to refresh their change portfolio and/or tackling a new
portfolio
•
No schedules required
•
Bottom-Up Approach
•
Perfect for organisations feeling the pinch either around costs and/or resources within a
current existing portfolio
•
Might involve schedules, but not compulsory
•
Need Stocktake information
•
Need resourcing information
•
Meet-at-the-Middle Approach
•
For the organisation that is about to or currently undergoing a transformation and need to
do both of the above
•
Brings comfort about what projects we might cancel or pause or speed up to accommodate
the new projects
13
Some important Portfolio
principles…
15
Eddie Obeng’s Project Types
recognising there are different types of projects
Project objectives
clear
Project objectives
not clear
Project management, processes, corporate knowledge and tools
well developed
Project management, processes, corporate knowledge and tools
not well developed
Fog
Movie
Paint by
Numbers
Project Sizing & Classifications
recognising there are different scales of projects
Scalable Project Management Methodology
17
Holding the Royal Flush of Portfolios!
…the unbeatable ‘hand’ of portfolio management
•
What are the odds of a Royal
Flush in Poker? – see below
•
What are the odds in
business? – it doesn’t need to
be about odds. We need to
ensure we are holding the
right grouping of projects
The royal flush is a case of the straight flush. It can be formed 4 ways (one
for each suit), giving it a probability of 0.000154% and odds of 649,739 : 1.
COMPLIANCE
MAINTENANCE
TACTICAL
The projects we MUSTdo because of reasons related to Government legislation or existing regulations. We have little choice and we need to get on with
understanding the options for how we approach these
The projects we SHOULD
do because of reasons related to maintaining existing systems and business processes. If we under-invest for too long, we run the risk of breaking our existing operations and
The projects we COULDdo because of reasons related to changes in the
competitive, technological or global environments. We may not always want to respond to each change, but we need to consider them in
19
© Nonsuch Consulting 2014
The projects we COULDdo because of reasons related to new ideas and innovations driven from our customer, staff and expert base. We need to investigate, approve, reject or invest in these
innovations The projects we WOULDdo
because of reasons related to the setting and achieving of the strategic plan and vision. What are the projects that best help us achieve our stated vision and contribute most to the strategic
INNOVATION
STRATEGIC
INNOVATION
STRATEGIC
TACTICAL
MAINTENANCE
COMPLIANCE
VISION
Gate 3
Gate 2
Gate 1
Filtered out Filtered out Filtered out
• Project Proposals • Execution • Handover to BAU • Detailed Business Case • Prioritisation
• Initial Business Case
• Option & Impact Analysis
• Prioritisation
Project Categories
21
VISION
Gate 3
Gate 2
Gate 1
Filtered outinitiatives Filtered out initiatives Filtered out initiatives
Analysing the Portfolio
V
St
ra
tegic
V
alue
Y
B
T
$0k $150k $300k $450k $500k 0% 2 .5 % 5% 7 .5 % 10%C
G
J
L
M
U
W
X
K
I
N
S
D
E
F
Q
P
Z
O
H
A
R
?
?
Colour
= Risk Rating
Size
= Benefits
Shading
= Change
Management
24