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HOUSTON, TX, USA | 5–8 NOVEMBER 2017
#PMOSym
PMO17BR204
Plan Strategic Initiatives for Success, Deliver Benefits and Govern for Results
Nicole Doyle, MSP, PMP, PMO Program Leader, Procter & Gamble
Morten Sorensen, ITIL, PMP, PgMP, PfMP, Sr. Director, Peraton
Introduction
Nicole Doyle
• MSP, PMP
• PMI OPM Advisory Group Member
• 20+ years with Procter & Gamble
• Currently in Global Business Services
• Last six years in global PMO leadership
roles
• Experience in IT, shared services and
business transformation initiatives
2
Morten Sorensen
• ITIL, PMP, PgMP, PfMP
• PMI OPM Advisory Group Member
• American and Danish—spent 10 years in
Denmark and Germany, based in U.S.
since 1999
• Entire career in IT and global enterprise
telecommunications
• Managed teams in nine countries across
four continents
Objective; Agenda
1. Strategy implementation
2. Benefits realization management
3. Poll – Benefits realization methods
4. Governance practices
5. Right-size governance
6. Poll – Governance methods
7. Summary and actionable
takeaways
3
• Review recommended practices
and methods for strategy
Implementation and the related
benefits realization
• Review recommended practices
for successful governance
practices and methods
Strategy Implementation
4
Strategy Implementation Management
5
Choices & Goals
Manage InvestmentsDo the right things
Strategy
Portfolios
Benefit Realization & Sustainment
Value Creation
Business Operations
Enable BenefitsDo things right
Programs and Projects Cu
sto
me
rs
Vision
Benefits Enablement and Realization
6
Benefits RealizationValue Realization
ProductsProject
ServicesProject
Services
Products, Services,Change
Projects
Adopted and used with permission, © M. Thiry, Program Management, 2nd Edition
Integration of Deliverables and Services
Results DeliveryBenefits Enablement
OrganizationalStrategy
Bu
sin
es
sS
trate
gy
OperationsStrategy
Portfolio Management
Program ManagementBenefits RealizationManagement
Service OperationStrategic Plans
Strategic Goals
Strategic GoalsProject
Project
Delivery ClosureDefinition
Benefits Transition, Sustainment
Benefits Realization Management Process Tools
7
Benefits Realization Governance
Benefits Analysis and
Planning
Benefits
Identification
Benefits
Delivery
Benefits
Transition
Benefits
Sustainment
Benefits Register
Benefits Breakdown Structure
-
5,000
10,000
15,000
20,000
25,000
-
500
1,000
1,500
2,000
2,500
Accu
mul
ated
Ben
efits
Rea
lized
Qua
rter
ly B
enef
its R
ealiz
ed
Accumulated Benefits
New Mobility Solution
LATAM Transformation
US Transformation
APAC Transformation
EMEA Core Transformation
Network Mgt Transition
Benefits Realization Report
Benefits Realization Road Map
Benefits Management Activity
Sponsor PM /PMO
BenefitsManager
BusinessManager
External Client
Identification A R C C R
Analysis A R R C C, I
Approval A R R R R
Realization A R R C C
Transition C A A R R
Approval C R R A R
Assessment R R R A R
Sustainment A C C R R
OngoingAdjustments R R R A R
Benefits Realization RACI
Benefits Realization Plan
Example Benefit Realization Road Map
8
10
Right-Sizing Governance
11
Governance vs. Management Activities
12
Organizational Governance Strategies, policies and standards
Portfolio Governance Investment decisions, guidance and
authorization of components
Program and Project Governance Oversight and guidance
Portfolio Management Evaluate, select, prioritize and allocate
resources
Program ManagementDefine program, manage benefits
delivery and close
Project Management Initiating, Planning, Executing,
Monitoring and Controlling and Closing
Governance Activities Management Activities
Adapted from the PMI Practice Guide for Governance of Portfolios, Programs, and Projects
Governance
The structured way to provide control, direction
and coordination through people, policies and
processes to meet organizational strategic and
operational goals.
Management
The organization and coordination of business
activities in order to achieve defined objectives.
13
Factors for successful governance
Sponsorship, authority and engagement
Aligned organizational strategies and
goals
Resources and funding
Effective processes and KPIs
Culture of continuous
improvement
Typical Governance Processes
14
Ensure ongoing alignment with strategy
Define and/or facilitate portfolio, program, project decision-making
processes (business case definition, prioritization, approvals, funding and
resourcing)
Conduct strategic alignment planning sessions and/or periodic
reviews
Develop integrated road maps, including benefits delivery
Define/facilitate change control
Facilitate investment and resource optimization
Align resource capacity and capability needs across portfolios,
programs, projects
Monitor and measure performance results
Define KPIs
Define/establish processes for:• Performance/status reporting• KPI monitoring and measuring• Benefits delivery monitoring and
validation• Phase gates• Performance reviews
Integrated performance reporting
Analyze performance results and identify/implement improvements
Manage risk
Define and/or facilitate risk and issue escalation and resolution process
Conduct portfolio, program, project audits
Align methodologies with corporate governance
Manage internal and external dependencies
Perform risk analysis
Fo
undational
Evolv
ing
Trade-Offs to Consider
15
Govern
ance
Size, Complexity, Risk
Right-Sized
Too much =
Inefficiencies
Too little =
Unacceptable risk
Levers• Hard points vs. soft points
in methodologies
• # of reviews
• # and frequency of KPIs
• Delegation of
responsibilities or decision
authority
• Amount of documentation/
information required
• Audits
Right-Sizing Governance
16
Governance
Tailoring
Portfolio, program, project size and complexity
Products, customers, geographies, functions,
employees, systems
Portfolio, program, project management maturity
External legal, regulatory and tax requirements
Corporate governance requirements and culture
Decision authority
Tolerance for risk
Governance health/ effectiveness KPIs
Right-Sized
Governance
18
PMO Governance Health Check – Sample
19
Governance Opportunity Areas Answer Example Governance Practices and Tools
Are sponsors and governing bodies disengaged? Are
there delays with decision making or decisions
getting frequently revisited?
5 Strongly agree
4 Agree
3 Neutral
2 Disagree
1 Strongly disagree
Re-validate roles, responsibilities and
decision-making processes
Measure and report decision-making
processes to drive accountability
Are key PMO stakeholders questioning the value
and/or the effectiveness of the PMO?
Conduct PMO “customer” satisfaction
surveys/reviews to identify improvement
areas
Are some/all programs and projects being approved
without well-founded business cases linking their
benefits to explicit organizational goals?
Standardize business cases
Store them in a central system
Conduct quality reviews and share results
with governing bodies/sponsors
Is there lack of clarity/confidence of how and when
the organization’s overall strategic objectives and
goals will be delivered?
Create integrated road maps
Closing – Personal Action Plan
• Benefits Mapping
– Identify suitable pilot program for benefit road mapping
– Support program and project managers in drafting initial road map; communicate, promote and track
• Governance Health Check
– Team with key stakeholders in one area, draft health check
– Develop action plan and measurable improvement targets
• Next 12 Months
– Track progress in both areas
– Expand when and where possible
20
Contacts
21
Nicole Doyle
• P&G Global Business Services
• PMI Organizational Project
Management Advisory Group
Member
Morten Sorensen, ITIL, PMP, PgMP, PfMP
• Sr. Director, Peraton
• PMI Organizational Project Management
Advisory Group Member
