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The Power of Portfolio Management
Iain Fraser, PMI Host
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PMI Thought Leadership Series
PMI 2015 Thought Leadership Series: The Power of Portfolio Management
3
Key Findings
PMI 2015 Thought Leadership Series: The Power of Portfolio Management
1. Connect program execution to strategy fulfillment
2. Seek simplicity3. Create a portfolio-
minded culture4. Develop strong
capabilities
4PMI 2015 Thought Leadership Series: The Power of Portfolio Management
5PMI 2015 Thought Leadership Series: The Power of Portfolio Management
6PMI 2015 Thought Leadership Series: The Power of Portfolio Management
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* A family business * 100+ companies * * In more than 100 countries * Across six continents *
PMI 2015 Thought Leadership Series: The Power of Portfolio Management
8PMI 2015 Thought Leadership Series: The Power of Portfolio Management
9PMI 2015 Thought Leadership Series: The Power of Portfolio Management
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1. Connect program execution to strategy fulfillment
2. Seek simplicity3. Create a portfolio-
minded culture4. Develop strong
capabilities
PMI 2015 Thought Leadership Series: The Power of Portfolio Management
Key Findings
11
Enjoy!Learn!Share!
PMI 2015 Thought Leadership Series: The Power of Portfolio Management
Presentation Title
Presented by
Christopher GaribaldiDeloitte Consulting, LLP
Jennifer BrattonThe Boston Consulting Group
2015 PMI® Thought Leadership Series:The Power of Project Portfolio Management
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Jennifer Bratton, BCG
PMI® Thought Leadership SeriesThe Practitioner’s Perspective: Winning through Project Portfolio Management
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Maturity Correlates to Organizational Success
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Three Critical Components to Project Portfolio Management
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Need a Culture That Supports the Typical Mix of Winners and Losers across the Portfolio
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Many projects can be stopped prior to first round of prioritization
Many projects can be stopped prior to first round of prioritization
Not truly a project (e.g. part of daily operations, someone's day job)
Project has already been completed
Project is duplicative with another identified project
Project was never officially approved
Project considered "rogue" or of no value
0
500
1,000
1,500
# of initiatives
Size of Initiative ($M)
Financial impact key decision criteria(e.g. 9% of initiatives is 80% of value)
Financial impact key decision criteria(e.g. 9% of initiatives is 80% of value)
% ofinitiatives
% of $ impact
77.7
6
13.6
13
6.5
27
1.1
16
0.9
25
0.2
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Priority
Experience Shows Significant Number of Projects Can Be Held/Stopped Without Detrimental Effect on Impact
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PPM Checklist
20Presentation Title
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Christopher Garibaldi, Deloitte LLC
PMI® Thought Leadership SeriesDelivering on Strategy: The Power of Portfolio Management
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Research results identified Key Success Factors in Strong Project Portfolio Management
Seek Simplicity
Create the Culture
Develop Strong Capabilities
The less complicated the approach to portfolio management, the more likely an organization can sustain its success. Organizations that excel in this area include only the information they need, not everything available.
Successful organizations cultivate competencies around specific portfolio management practices and portfolio decision-making capabilities in their journey to greater maturity.
When portfolio management becomes part of the organizational culture, senior leaders devote the time, education, and resources necessary to instill the practice.
1
2
3
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PPM empowers those that wield it and work within its structure
Material financial benefits (efficiency/reinvestment)
Better business partner
Career tenure – command
These Benefits Drive
The Qualitative Value of PPM
• Increased confidence in the portfolio balance and strategic focus
• Tight collaboration between portfolio owners and those delivering the work
• Focused, more productive resources
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True visibility creates opportunity, and opportunity is what drives business
While a challenged PPM implementation may exhaust an organization, the reward of a successful implementation greatly outweighs the risks
Capstone (PMO15BR30)Presenters: Christopher Garibaldi; Kevin Laughridge, Deloitte Consulting LLP
10 November, 10:00 – 11:15 a.m. Room: Grand Canyon 12
Portfolio Manager’s Perspective (PMO15BR31)Presenters: Jennifer Tankersley; Annabel Doust, The Boston Consulting Group
10 November, 11:45 – 1:00 p.m.Room: Grand Canyon 9
2015 PMI® Thought Leadership Series
Terry RuhlCH2M
Angela TaylorInfrastructure Ontario
Sarina ArcariAnthem
2015 PMI® Thought Leadership Series:The Power of Project Portfolio Management
Executive Panelists