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Manage your portfolio of initiatives using an enterprise project management approach.
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ENTERPRISE PROJECT MANAGEMENT
A Lenati Point of View
Martin Mehalchin, Principal
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Contents
• Introduction
• Enterprise Project Management Governance and Project Portfolio Management
• Project Management Framework: Standards & Practices
• Lenati
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INTRODUCTION
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Most Organizations Struggle to Consistently Execute Project Work
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• Successful Projects– Completed and meets objectives– On time – On budget – All scope delivered
• Challenged Projects– Completed but may not meet all objectives– Large cost overruns– Severe schedule slippages– Delivered significantly reduced scope
• Failed Projects– Not completed or did not meet objectives
AverageProject
89% Cost Overrun
122% Schedule Overrun
60% Scope
Delivered
Source: Standish Group
The Path to Consistent Execution Requires An Enterprise-Wide Approach
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I
Individual Projects
•Standard Roles, Documentation
•Required Measurement and Reporting
Phase / Gate Approach
EPMO: Set & Maintain Standards, Develop/Offer Training, Foster Community of Practice
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Project Portfolio Management
•Assemble
•Rationalize & Rank
•Monitor Execution
ENTERPRISE PROJECT GOVERNANCE AND PROJECT PORTFOLIO MANAGMENT
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Project Portfolio Management Aligns Projects With Your Overall Strategy and Objectives
Assemble Portfolio
•Inventory existing
•Charter new
Rationalize & Rank
•Align to strategy
•Size portfolio to available resources
•Prioritize
Monitor Execution
•Hold projects to milestones and delivery of results
•Resolve escalated issues
•Assess results
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Phases
Tools
Cost Control
Service Line Expansion
Clinical Quality
Project A
Project B
Project C
Strategy / Initiative Alignment Matrix
Project NPV
New System $1,000,000
New Facility $750,000
ReengineerProcess
$500,000
Financial Ranking
A Stage/Gate Approach Applies Rigor to the Projects In the Portfolio
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Project Phase Deliverables / Critical Decision Gates
Project Phases
Deliverables
Mandates, Department
Planning, Strategic
Planning
Business Case
DevelopmentDetailed Planning Implementation Closeout & Turnover
Problem
Definition/Needs
Analysis
Assumptions/
Constraints/Risks
High-level
Specifications
Alternatives
Selection
Resource ImpactCost Estimate
Statement of
Support
Critical Decision
Gates
Scope Baseline
Resource
Allocation
Commitments
Detailed Cost
Estimate/ROI
Calculations
Detailed
Schedule
Including
Milestones
Quality Control
ProceduresRisk Assessment
Communications
Plan
Project Status Reports
- Issues Log
- Meeting Notes
Project Performance Requirements
- Earned Value Requirements
- Cost Variance Analysis
- Schedule Variance Analysis
Lessons Learned/Knowledge Management
- Scope Changes
- Cost Variance/Controls
- Schedule Variances
- Process Adjustments
- Resource Utilization
Project Completion Sign-off Form
- Milestones Completion Buy-off
Communicate Project Successes
- Executive Sponsor
- Executive Management Group
- Project Team Members
- Project Steering Committee
- Broad Employee Base
Critical Decision
Gate 1
Critical Decision
Gate 2
Critical Decision
Gate 3
Critical Success
Factors
Business Case Document Project Charter
Financial Impact
(ROI projection)
Go-Live Signoff Document
•Require all projects to proceed through standard phases
•Measurements of cost & impact are refined as the project progresses
•Strategic fit & ROI projection tested at each gate
•Each gate represents a go / no-go
•Executive management involvement in all gating decisions
Use An Enterprise Project Management Office (EPMO) As the Focal Point for a Community of Practice
• Lead the community of practice– Develop the standard definitions and document templates used by all
projects
– Develop and deliver internal training for project management roles
– Coach, mentor, facilitate sharing and learning across the enterprise
• Support executive engagement– Administration of project portfolio
– Aggregate monthly reporting into an enterprise roll-up for executives
• Note: Not a bureaucracy– Minimal full-time staff
– Designated representatives from a broad cross-section of the organization
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Executive Governance & Engagement Is a Critical Success Factor
• Executive team must promote and model the enterprise standards
• Regularly scheduled executive team review of project portfolio– Typically an agenda item for a standing meeting
• Executive sponsor for all projects; executive chairs all Steering Committees– Size thresholds may apply
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PROJECT MANAGEMENT FRAMEWORK: STANDARDS & PRACTICES
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Benefits of Standard Project Management Framework
• Reduces confusion and churn time within a project
• Everyone speaks the same language which results in improved communication amongst the project team
• Enables a greater amount of time to work on a project rather than time being used to establish a new framework or tools for each project
• Provides integrated approvals to ensure ongoing engagement and support from key stakeholders
• Clear expectation setting and buy in with sponsor and key stakeholders
• Increases likelihood of delivering stated objectives
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Commonly Understood Phases, Roles & Vernacular
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Phases
Business Sponsor
Executive Sponsor
Core Team
Program/Project Manager
Business Owner
RolesVernacular
Issues
Assumptions Constraints
Risks
Library of Standard Document Templates
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Drivers for a Successful Project
• Clear and prioritized Objectives, Goals and Benefits
• Project scope & objectives align with corporate goals
• Executive Management Support
• Roles & responsibilities are clearly identified and communicated
• Proper planning
• Clear Requirements and Specifications
• Input and buyoff from all participants (user involvement)
• Issues, Risk and Changes are Managed
• Communications are planned and managed
• Lessons are learned and documented along the way
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LENATI
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Lenati is a professional services firm offering solutions to organizations striving to maximize performance, revenue, and market share.
Our goal is to help Mid-Market and Enterprise clients go to market more successfully (higher returns) and more efficiently (lower cost) with a focus on creating competitive advantage via differentiated customer experiences.
As part of our drive to be a services industry leader in helping organizations maximize their market performance, we have assembled a small, high powered group of professionals and strategic partnerships that help us deliver innovative solutions that can help your organization make an immediate impact in the marketplace.
Lenati Project Management Offerings
• Project Portfolio Management– Advise on approach– Gather and analyze data on current inventory of projects– Facilitate initial series of review meetings
• EPMO– Advise on set up and selection of resources – Design and implement stage/gate process– Assist with development of standards and templates– Provide pre-built training; train-the-trainer programs for staff
• Large Projects– Project audits & resource assessments– Advice on turnaround or close-out of troubled projects
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