Il Portfolio Management come driver per semplificare la ... · Nexen - Gruppo Engineering Roberta...

Il Portfolio Management come driver per semplificare la complessità

Milano, 05 Giugno 2015

PMO and Portfolio: Synergies to face a changing fut ure

Luca Romano, PMP (Nexen), Roberta Grimaldi, PMP (Inail)

E=P 3MO

Osservatorio POsservatorio P 33MOMO

Luca RomanoLuca RomanoNexen - Gruppo Engineering

Roberta GrimaldiRoberta GrimaldiINAIL - DCOD

Why we are here

FIRSTFIRST

Project Portfolio Management could

become an help to drive a change in

Your Company

Why we are here

SECONDSECOND

You’ll never be completely ready to

implement Project Portfolio

Management

START !!

OperationsOperations

ProjectsProjects

ResourcesResources

MissionMission

Strategic ObjStrategic Obj

PortfolioPortfolio

RouteRoute

VisionVision

RouteRoute

Project Portfolio Management

ContentContent

ContextContext

Inspiredby Archer and Ghasemzadeh

Opportunities&Strategic Direction

New and Old components

Selection Method

Screening

Portfolio Selection and Adjustment

Componentsdevelopment

ContentContent

Collection of programs, projects, or operations managed as a group

No more manage separately

Strategy is the direction and scope of an organization over the long term, which achieves advantage

Strategy must be defined, shared, communicated and measured

The portfolio components are quantifiable, they can be measured, ranked, and prioritized

Components needs to be well defined and described to be selected

A portfolio exists to achieve organizational strategies

Portfolio should be managed as a unique system to achieve a strategy

PortfolioPortfolio ChangeChange

ContextContext

The Case Study

Roberta GrimaldiRoberta GrimaldiDirezione Centrale per l’Organizzazione Digitale (DCOD)

IT Planning & Control

The Case Study

Inail’s objectives are :• reducing injuries

• protecting workers performing hazardous jobs

• facilitating the return to work of people injured at workplace

The Case Study

The Directorate for Digital Organization (DCOD)

“proactively address INAIL business proactively address INAIL business

decisions toward innovation and decisions toward innovation and

organizational changeorganizational change ”

Our Our BusinessBusiness

Our Our ClientsClients

The Case Study

The “ WeNext” Change Program

A big Change Program within the DCOD to

change the way we work:

ProjectsProjects

IT Planning & Control

StrategyStrategyPortfolioPortfolio

The Case Study

IT Planning & Control responsibilities:IT Planning & Control responsibilities:

•Define the IT strategy and manage the Strategic Plan

•Manage the acquisition of the “needs ” from the Business

(Demand Management)

•IT projects annual planning and monitoring

•Define and monitor the IT Budget

•Monitor and control the level of the IT services

•Measure and Monitor external vendor performances

PastPast

FutureFuturewww.shutterstock.com

2014 Portfolio2014 Portfolio

The Case Study

FuturePast

The Case Study

We had the DCOD strategic planreleased at the end of 2013. The strategic objectives were divided

into 5 Macro Objectives and 40 Objectives.

The Demand is the mandatory process that

must be followed to collect all the “IT needs” from the

Business

The “WeNext” Change Program where Project Portfolio activities were one of the many actions decided

Our portfolio of projects already going-on . These projects were analyzed and considered in the process

The Case Study

EmployeesEmployeesTop ManagementTop Management

1. Strategic Planning

2. WeNext (Change)

3. Demand

4. Existing Projects

1. Existing Projects

2. Demand

3. Strategic Planning

4. WeNext (Change)

The Case Study

What to do?What to do?

The Case StudyOption 1Option 1 Project

ProjectProject

ProjectProjectProject

Business

StrategyStrategy

The Case StudyOption 2Option 2

Existing Projects

Strategy

PastPast

Portfolio 2014

The Case StudyOption 3Option 3

Strategy

Demand

Existing Projects

��

CompromiseCompromise

The Case Study

• Shortened the needs collection from 43 days to 15

• Limited the percentage of new Projects to 20%

• Increased the importance of the strategic alignment

• Collected the priorities of the Business on their

• Applied a Prioritization process to select projects

• Connected the budget with the Portfolio

The Case Study

Portfolio 2015Portfolio 2015

The Case Study

BudgetBudget

DemandDemand

OrganizationOrganization

Prog/ProjectProg/Project

StrategyStrategy ActionsActionsPPMPPM

Comm.Comm.

ReportingReporting

TrainingTraining

Perform.Perform.

Evidence n.1

The Case Study

20132013 20142014 20152015 20162016

Evidence n.2

PPM Evolution

PPMPPMImplementation Implementation

PPM Evolution

““ AreasAreas ””

PPM Evolution

Change

PPM Evolution

Change Extention

PPM Evolution

Sponsorship

Change Extention

PPM Evolution

Sponsorship Processes

Change Extention

PPM Evolution

Software

Change Extention

PPM Evolution

Prioritization Model

Software

Change Extention

PPM Evolution

Software

Change Extention

External Connections

PPM Evolution

Software

Completeness

Change Extention

PPM Evolution

Software

Completeness

Change Extention

PPM PPM

PPM Evolution

““ IndicatorsIndicators ””

PPM as a single Project

PPM driven Change Program

Change

PPM as part of a Change Program

Complete-

External

connections

Prioritiza-

tion Model

Software

Processes

Sponsorship

Extension

Change

Project Portfolio started A1

PPM developed as a single project B1

PPM developed part of a bigger Change Program B2

PPM driven Change Program B3

PPM for a single Department/Area C1

PPM for the whole Company C2

No sponsorship from Top Management D1

Sponsorship from Top Management D2

PPM centralized Office E1

PPM processes are formalized E2

PPM based on MS Office software F1

PPM Software acquired F2

PPM based on PPM software F3

Prioritization/Selection done subjectively G1

Prioritization/Selection with a model G2

Prioritization/Selection strategy based model G3

Strategy and Portfolio reviews during the year H1

PPM and Budget are connected H2

PM, PMO and PPM are connected H3

Project and Portfolio Culture disseminated H4

Risk management in PPM J1

Resource allocation in PPM J2

Budget estimate in PPM J3

Project inter-connections in PPM J4

YOUR STEPS (year or semester) �

PPMPPM

EvolutionEvolution

ModelModel

PPM Evolution INAILINAIL --DCODDCOD2014 PTF

2015 PTF

Complete-

External

connections

Prioritiza-

tion Model

Software

Processes

Sponsorship

Extension

Change

PPMPPM

EvolutionEvolution

ModelModel

PPM Evolution2014 PTF

2015 PTF INAILINAIL --DCODDCOD

Complete-

External

connections

Prioritiza-

tion Model

Software

Processes

Sponsorship

Extension

Change

PPMPPM

EvolutionEvolution

ModelModel

PPM Evolution2014 PTF

2015 PTF

2016 PTF INAILINAIL --DCODDCOD

PPM Evolution

Strong sponsorshipRadical ChangeWhole Company

PPM OfficePPM SW

Complex Selection ModelStrategy, Budget, PM and

PPM connectedRisks, resources, interconnection…

extension

sponsorship

processes

softwaremodel

1. You can follow many paths to develop

your PPM

2. PPM simplifies complexity

3. You must change you Company for

Portfolio Management but Portfolio

Management can change your Company

Lessons Learned

4. PPM could be the “star” of a change

program as it justifies many other

innovations / changes.

5. If you have no sponsorship you will

acquire on the way as Top Management

loves PPM: it shows the direction of the

Company

Lessons Learned

Start from PPM and improve:– Strategic planning

– Demand management

– Project Management

– Budgeting

– Benefits and Performance management

– ….

Good Luck!!Good Luck!!

• Name:

Luca Romano

• Email:

luca.romano@nexen.it

• LinkedIn:

http://it.linkedin.com/in/lucaromano

Thank you!Questions?

• Name:

Roberta Grimaldi

• Email:

r.grimaldi@inail.it

Il Portfolio Management come driver per semplificare la ... · Nexen - Gruppo Engineering Roberta...

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