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(1)

Information About

Project Portfolio Management Analysis

Frank Westermann

| Corporate Technology PMO15BR6

(2)

Agenda

Introduction

Motivation

Project Portfolio Management Approach Analysis of Project Portfolio Management Summary

Strategy Level Portfolio Level Project Level

(3)

Organizational Setup:

CT RTC SYE PAM Is Managed as a Corporate Function

Power and Gas PG Wind Power and Renewables WP Building Technologies BT Mobility MO Digital Factory DF Process Industries and Drives PD Financial Services SFS Healthcare HC Separately managed

Power Generation Services PS

Global

Corporate Services Services

GS

Corporate Governance Communications and Legal and Human Corporate Controlling Corporate Core Development & Markets Government Affairs Compliance Resources Technology and Finance

CD GM CG LC HR CT CF Regions Managing Board Energy Management EM

(4)

We Support All Divisions and Corporate Functions,

(5)

We Analyze Project Business Capabilities and Provide

Beneficial Input to Increase Project Business Performance

Project Evaluation

 Project Evaluation

 Recovery Concepts for Critical Projects

Assessments of Project Business

 MPM Project Business Assessments & Checks

 MSM Service Business Assessments

PPMA Project Portfolio Management Assessments  PCM People and Competency Management Assessment Project Business Coaching  Coaching of Project Manager  Coaching on Portfolio Management Topics  PM Process Definition & Implementation  Good Practice Exchange

 Early Warning System

Operative Project Management Services  Management of CT internal Projects  Project Management Office Functions  Workshops

(e.g. team building, project start / set up)

 Customized Project Management Trainings

(6)

Agenda

Introduction

Motivation

Project Portfolio Management Approach Analysis of Project Portfolio Management Summary

(7)

Projects and Boats Need a Well Managed Port (…folio)

Projects

Strategy

Sales project improvement Process

project

Project in execution phase Internal projects,

e.g. for standardization and R&D

(8)

Project Portfolio Management

Drives the Information Flow between Strategy and Projects

Projects

Strategy

Project Information Strategic Goals Project Frame Conditions Portfolio Information

Project Portfolio

Management

(9)

Why Do You Need a Well Managed Port (…folio)?

TRANSPARENCY

Complete view of benefits, risks and resources in all projects

PERFORMANCE STABILITY

Project patterns, e.g. regarding risks, used to optimize project planning and achieve stable project

execution

Projects

Strategy

(10)

TRANSPARENCY

Complete view of benefits, risks and resources in all projects

PERFORMANCE STABILITY

Project patterns, e.g. regarding risks, used to optimize project planning and achieve stable project

execution RELIABLE DECISION BASIS Right project decisions supported by suitable options, e.g. regarding resource allocation EFFECTIVE BUSINESS Full realization of business and organizational potential

Projects

Strategy

€

PROJECT PORTFOLIO MANAGEMENT Why Do You Need a Well Managed Port (…folio)?

(11)

Main Goals of Project Portfolio Management Are …

Goals of Project Portfolio Management

Complete view of benefits, risks and

resources in all projects

Project patterns, e.g. regarding risks,

used to optimize project planning and

achieve stable project execution Right project decisions supported by suitable options, e.g. regarding resource allocation Full realization of business and organizational potential TRANSPARENCY PERFORMANCE STABILITY RELIABLE DECISION BASIS EFFECTIVE BUSINESS

€

€

€

€

P R OJ E C TS

Strategy

(12)

Introduction

Motivation

Project Portfolio Management Approach Analysis of Project Portfolio Management Summary

Agenda

Strategy Level Portfolio Level Project Level

(13)

Main Drivers of Business Success Are the

Right Decisions on Higher Organizational Levels

Projects Strategy IMP A CT OF DECIS IO NS Project Portfolio Management

€

profit margin in %

€

market share in %

€

market share growth

€

technological leadership Business Success

shown with different criteria

Drive the right decisions to optimize your benefits with your own resources React on all relevant influences

in your market environment (e.g. within a growing or

(14)

Project Portfolio Management

Important Questions for Business Success

Projects Strategy

• Are the strategic goals clear for

everybody in your organization?

• Are the right activities performed to support your strategic goals?

• Do the decisions optimize the benefits

within your limited resources?

• Do you get the right project

information to make optimal portfolio decisions?

• Do the decisions in the portfolio level

support the projects adequately?

IMP A CT OF DECIS IO NS TY P ICA L Q UES TI ONS Project Portfolio Management

(15)

Major Topics within the Project Portfolio Management Are Benefits, Risks, Resources and Stakeholders

Strategic Level

Portfolio Level

Project Level

BENEFITS

All sorts of benefits from projects (e.g.

sales from projects, change orders, usage of own products) depending on the targets of the organization. RISKS

All sorts of risks (e.g. technical, commercial and

legal risks), documented in LoA

and managed later on in project execution. RESOURCES All sorts of organizational resources, e.g. quantitative and qualitative human resources, financial resources or other resources, e.g. tools. STAKE-HOLDERS All sorts of stakeholders within the project

business, externally (e.g. customers) and internally (e.g. own employees, Siemens partners). COMMUNICATION AND DECISIONS REGARDING …

(16)

Business Decisions within Siemens Organizations Are Made at Project, Portfolio and Strategic Level (Example)

Strategic Level Portfolio Level Project Level Preparation and Target Definition within annual Business Review / Strategy Meeting Analysis and Definition of Target Markets / Customers and Solutions Targets for allocated organizational units and BTA’s with Regions Regular Management Jour Fixe (incl.

Project / Resource Decisions)

Planning of Project and Target Setting

Monitoring and Reporting of Project, Decision Making within the Project

Purchasing & manufacture Dispatch Construction Installation Commis- sioning Detailed planning Lead management Bid preparation Contract negotiation Project handover Opportunity development Acceptance Project opening & clarification Regular Monitoring of Business Targets Regular Project Selections / Decisions e.g. within PM020 / PM040 / LoA Meetings / Sales

Project Boards Regular Project Reviews and Reporting with Management Escalation from Projects / Customers Planning of Project Regular Resource Planning and Allocation

(17)

Agenda

Introduction Motivation

Project Portfolio Management Approach

Analysis of Project Portfolio Management

Summary

Strategy Level Portfolio Level Project Level

(18)

Project Portfolio Management Analysis Supports Different Organizations

Organizations Benefits Risks Re-sources Stake-holders Strategic Level Portfolio Level Project Level

with Project Business + decision power regarding own resources

e.g. Business Unit, Business Segment,

Regional Unit,

Portfolio Management Function

Analysis of

(19)

Goals of the Analysis Are to Improve Activities in an Organization on Project, Portfolio and Strategic Level

Goals of the Project Portfolio Management Analysis:

 Show transparency of the organization’s strengths and weaknesses regarding

important topics on project, portfolio and strategic level

 Identify improvement areas

 Set preconditions to take action

Benefits Risks Re-sources Stake-holder

Strategic Level Portfolio Level Project Level

(20)

Project Portfolio Management Analysis

Based on Standards and Project Business Experiences

 Independent and external view  Confidentiality of the results  Practical improvement recommendations  References to good practices

Structure and content from worldwide standards (PMI, OGC, GPM)

+ Requirements from PM@Siemens regarding Project Portfolio Management

+ Experiences from more than 400 project business analysis (e.g. MPM Assessments) and improvements within Siemens

+ Results and success leverages from international Multi Project Management Studies (TU Berlin / TU Darmstadt)

= Project Portfolio Management Analysis Methodology

+ International Norms:

e.g. ISO 21502, DIN 69909

in project business maturity

(21)

Project Portfolio Management Analysis

Covers 3 Dimensions within the Organization

Strategic Level

Portfolio Level

Project Level Identify & Analyze

Decide & Act Monitor & Control

Benefits Risks Re-sources Stake-holders ANALYSIS TOPICS ORGANIZ A T IO NAL LE VEL S

(22)

Procedure and Results of the Project Portfolio Management Analysis

Interviews and document reviews to evaluate the organization

Benefits Risks Re-sources Stake-holders Strategic Level Portfolio Level Project Level Analysis Benefit Management Project Portfolio Management Analysis Results

Risk Management Resource Management Stakeholder Management Project Level Portfolio Level Strategic Level

Analysis results include the current status, charts and improvement recommendations

(23)

Our Main Approach is to Minimize the

Analysis Time Needed for the Organization

= Activity with interview partners = Activity without interview partners = Activity with all project members

Generate

Report and Evaluation Review of

Documentation Individual Interviews

with some from group interview*

Kickoff Meeting

with all project members Final Presentation

Interview with Senior Management

Coordinator Feedback* Group interviews

with several employees (portfolio topics)

Generate Final Report

2 h ~ 1,5 d ~ 6 h 1 h Planning and preparation ~ 2 d

* individual interviews between one to two hours

(24)

Report Contains a Rating for Each Topic Area

Big improvement potential Medium improvement potential Small improvement potential

Benefit Management

Project Portfolio

Management Analysis Results

Risk Management Resource Management Stakeholder Management Project Level Portfolio Level Strategic Level

(25)
(26)

Stages for a Systematic Project Portfolio Management

Full business and organizational potential are used and optimized

PROJECTS PERFORMANCE TRANSPARENT PROJECTS PERFORMANCE OPTIMIZED BUSINESS POTENTIAL TRANSPARENT BUSINESS POTENTIAL OPTIMIZED PROJECTS PERFORMED

Clear business and

organizational potentials to make right project decisions Analyzed project patterns to

optimize project planning and performance

Full transparency about benefits, risks, resources and stakeholders of all projects Projects performed, but no full

transparency or optimization of all projects € Benefits Resources P R O JE C TS ? ? ?

1

2

3

4

5

(27)

Agenda

Introduction Motivation

Project Portfolio Management Approach Analysis of Project Portfolio Management

Summary

Strategy Level Portfolio Level Project Level

(28)

Project Portfolio Management Optimize the Business

Projects

Run the business: Do the things right

Frame Conditions for Business Success

Project Portfolio Management

Optimize the business: Do the right things Information for

(29)

Project Portfolio Management Versus Projects & Services

Project Business

Business Strategy

Project Portfolio

Management

Project Information Strategic Goals C us tom er Projec ts R &D Pro ject s Int erna l Projec ts Serv ic e Projec ts C us tom er Serv ic e Serv ic e D ef init ion Sales Projec ts

Service Business

…. Projec ts …. Serv ic e Int erna l Serv ic es Project Portfolio Management Analysis (PPMA) Maturity in Project Management Business Assessment (MPM) Maturity in Service Management Business Assessment (MSM) People & Competency

Management

(30)

Contact Information

Frank Westermann

Senior Key Expert Consultant

Siemens AG

CT BE&QM PPC ISP PR PAM Otto-Hahn-Ring 6 81739 Munich Germany Phone: +49 89 636 633930 Mobile: +49 173 2533283 E-Mail: [email protected]

(31)

• Name: Frank Westermann • Web: www.siemens.com • Email: [email protected] • Twitter: • LinkedIn: • Facebook: • Google+:

Thank You

References

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