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Hvorfor porteføljestyring – Muligheder og udfordringer

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Præsentationer af emnet: "Hvorfor porteføljestyring – Muligheder og udfordringer"— Præsentationens transcript:

1 Hvorfor porteføljestyring – Muligheder og udfordringer
PMO Forum Dagens tema: Hvorfor porteføljestyring – Muligheder og udfordringer 7. april 2011

2 Agenda 9:00 – 9:15 Velkomst og feedback på survey v. Søren Porskrog
9:15 – 10:15 Porteføljestyring i Novo Nordisk v. Martin Holm-Petersen, Novo Nordisk 10:15 – 10:30 Pause 10:30 – 11:30 Porteføljestyring i BRFkredit v. Jesper Kingo, BRFkredit 11:30 – 11:40 Emner for fremtidige møder og eventuelt 11:40 – 12:00 Afslutning

3 Navn + virksomhed Jeres rolle Jeres PMO
Præsentationsrunde Navn + virksomhed Jeres rolle Jeres PMO

4 Hvilke udbytter/benefits skal jeres PMO levere?
Ressource management fokus - Kompetenceudvikling - Træning, facilitering, PM community - Effektiv ibrugtagning af resourcer Portefølje management fokus - Investeringsbeslutning og prioritering - Maksimering af værdien af ressource-allokering - Kommunikation på tværs af projekter Produkt leverance fokus - Forbedring af leveranceprocesser - Opfølgning og rappor- tering på fremdrift - Risikostyring Fokus på projekt værdi - Gennemførelse af reviews og ”health checks” - Rapportering på leveret værdi - Forbedring af realiserede benefits Strategisk Operationel Leverance Efterspørgsel Kilde: Cranfield University, International Centre for Programme Management

5 Hvilke udbytter/benefits skal jeres PMO levere
Hvilke udbytter/benefits skal jeres PMO levere? Resultater fra undersøgelsen i januar. Overblik, prioritering og allokering af ressourcer Overblik over projektportefølje og perfomance Portfolio planning Global træning og konsulentbistand Ressource optimering Komplet projektporteføljestyring med planlægning af kommende finansår Netværksfacilitering Projektledersparring Porteføljeledelse og pipelinestyring Kompetenceudvikling  Strategisk Sikre at de enkelte projektporteføljer holder sig indenfor de økonomiske rammer Projektledere til at eksekvere projekter Transparens over projekter Porteføljeoverblik/styring Porteføljeproces fra order entry over business case Smidig godkendelse af projekter Professionalisering af projektledelse Synliggørelse af efterspørgsel Effektivitet i projekteksekvenring Project execution Global Projektleder processer Operationel Review af projekter Project management models Gennemsigtighed og struktur Øget kvalitet og effektivitet af alle interne projekter Generel rådgivning til ledelsen vedr. IT Projektværktøjer og standarder inden for disse Leverance Efterspørgsel

6 Hvilke udbytter/benefits skal jeres PMO levere? Danske Bank
Identifying, selecting and prioritising new projects, including involvement in benefits management and business cases, contingencies etc. Allocating resources between projects and programmes Providing advice and recommendations to senior management Strategisk Operationel Leverance Efterspørgsel

7 Hvilke udbytter/benefits skal jeres PMO levere? IT-Universitetet i Kbh.
Advising project and programme managers Developing competencies of personnel, including training and mentoring for PMs Strategisk Providing advice to senior management Providing estimating, scheduling and risk management expertise Quality monitoring and enforcement of standards Administrative support for project managers Operationel Promoting PM within the organisation Providing standards, methodologies and a set of PM tools Collating and reporting project status to senior management Leverance Efterspørgsel

8 Hvilke udbytter/benefits skal jeres PMO levere? BRF kredit
Developing competencies of personnel, including training and mentoring for PMs Monitoring and reviewing PMO performance and its effect on project delivery Identifying, selecting and prioritising new projects, including involvement in benefits management and business cases, contingencies etc. Strategisk Providing advice to senior management Allocating resources between projects and programmes Coordinating plans between projects and monitoring ressource use Advising project and programme managers Promoting PM within the organisation Quality monitoring and enforcement of standards Providing standards, methodologies and a set of PM tools Operationel Collating and reporting project status to senior management Monitoring and reviewing project performance Recording, analysing and disseminating lessons learned Leverance Efterspørgsel

9 Hvilke udbytter/benefits skal jeres PMO levere? Novo - Global Safety
Advising project and programme managers Developing competencies of personnel, including training and mentoring for PMs Identifying, selecting and prioritising new projects, including involvement in benefits management and business cases, contingencies etc. Implementing and operating a project IS and/or scorecard Strategisk Recruiting, selecting and/or allocating PMs Providing advice to senior management Coordinating plans between projects and monitoring ressource use Evaluating PMs’ performance Administrative support for project managers Promoting PM within the organisation Operationel Providing standards, methodologies and a set of PM tools Collating and reporting project status to senior management Leverance Efterspørgsel

10 Fremtidige temaer prioriteret af medlemmerne
Prioritet Tema 20. Jan. Hvordan markedsføres og sælges PMO'et til organisation og ledelse? 7. Apr. Hvorfor porteføljestyring – Muligheder og udfordringer? 30. Aug. Hvordan ser business casen inklusiv succeskriterier og KPI'ere for PMO'et ud? 22. Nov Hvordan identificeres styres og realiseres udbytter (benefits)? Hvad er minimums værktøjskassen som er nødvendig for styring af PMO og projekter? Hvordan globaliseres PMO'et på tværs af landegrænser/ forretningsenheder? Hvordan prioriteres projekter strategisk i en kompleks organisation? Hvordan implementeres og forankres portefølje- og projektmodeller? Hvordan forløber det gode porteføljebeslutningsmøde? Hvordan anvendes og skaleres forskellige projektmodeller på forskellige projekttyper? 2011 2012

11 Work Harder or Work Smarter What are the consequences of cutting costs without preparing for it? The Evil Figure Eight of Working Harder and Doing Rework Capability Capability Erosion and Defects Investment in Capability Time Spent on Correcting Defects + + + + Time Spent Working Actual Performance Delay + + _ Work Smarter Work Harder Rework Time Spent on Improvement Pressure to Do Work Performance Gap Pressure to Correct Defects + + + + Pressure to Improve Capability Desired Performance +

12 Næste møde i PMO Forum: 30. August 2011
Tema: Hvordan ser business casen inklusiv succeskriterier og KPI'ere for PMO'et ud? Til mødekalenderen: 30. August og 22. November 2011

13 Hvilke udbytter/benefits skal jeres PMO levere? Siemens Wind Power
Advising project and programme managers Identifying, selecting and prioritising new projects, including involvement in benefits management and business cases, contingencies etc. Developing competencies of personnel, including training and mentoring for PMs Strategisk Implementing a project IS and/or scorecard Providing estimating, scheduling and risk management expertise Evaluating PMs’ performance Enforcement of standards Promoting PM within the organisation Operationel Managing project documentation including risk registers and schedules Providing standards, methodologies and a set of PM tools Collating and reporting project status to senior management Leverance Efterspørgsel

14 Hvilke udbytter/benefits skal jeres PMO levere? DNB Nord
Advising project and programme managers Developing competencies of personnel, including training and mentoring for PMs Identifying, selecting and prioritising new projects, including involvement in benefits management and business cases, contingencies etc. Implementing a project IS and/or scorecard Monitoring and reviewing PMO performance and its effect on project delivery Strategisk Providing advice to senior management Allocating resources between projects and programmes Monitoring and reviewing project performance Managing project documentation including risk registers and schedules Enforcement of standards Promoting PM within the organisation Operationel Recording, analysing and disseminating lessons learned Providing standards, methodologies and a set of PM tools Collating and reporting project status to senior management Leverance Efterspørgsel

15 Hvilke udbytter/benefits skal jeres PMO levere? DSB
Advising project and programme managers Developing competencies of personnel, including training and mentoring for PMs Implementing and operating a project IS and/or scorecard Identifying, selecting and prioritising new projects, including involvement in benefits management and business cases, contingencies etc. Strategisk Monitoring and reviewing PMO performance and its effect on project delivery Quality monitoring and enforcement of standards Monitoring and reviewing project performance Promoting PM within the organisation Conducting project health checks and post-project reviews Operationel Providing standards, methodologies and a set of PM tools Collating and reporting project status to senior management Leverance Efterspørgsel

16 Hvilke udbytter/benefits skal jeres PMO levere
Hvilke udbytter/benefits skal jeres PMO levere? Erhvervs- og Selskabsstyrelsen Advising project and programme managers Identifying, selecting and prioritising new projects, including involvement in benefits management and business cases, contingencies etc. Developing competencies of personnel, including training and mentoring for PMs Strategisk Providing advice to senior management Providing estimating , scheduling and risk management expertise Recording, analysing and disseminating lessons learned Administrative support for project managers Monitoring and reviewing project performance Operationel Promoting PM within the organisation Providing standards, methodologies and a set of PM tools Collating and reporting project status to senior management Leverance Efterspørgsel

17 Hvilke udbytter/benefits skal jeres PMO levere
Hvilke udbytter/benefits skal jeres PMO levere? Novo – ITC Project Office Advising project and programme managers Identifying, selecting and prioritising new projects, including involvement in benefits management and business cases, contingencies etc. Recording, analysing and disseminating lessons learned Strategisk Implementing and operating a project IS and/or scorecard Providing advice to senior management Monitoring and reviewing project performance Providing estimating, scheduling and risk management expertise Managing project documentation Operationel Promoting PM within the organisation Conducting project health checks and post-project reviews Providing standards, methodologies and a set of PM tools Collating and reporting project status to senior management Leverance Efterspørgsel

18 Hvilke udbytter/benefits skal jeres PMO levere? Telmore
Advising project and programme managers Developing competencies of personnel, including training and mentoring for PMs Identifying, selecting and prioritising new projects, including involvement in benefits management and business cases, contingencies etc. Recruiting, selecting and/or allocating PMs Strategisk Providing advice to senior management Allocating resources between projects and programmes Coordinating plans between projects and monitoring ressource use Quality monitoring and enforcemant of standards Managing project documentation Administrative support for project managers Operationel Providing standards, methodologies and a set of PM tools Collating and reporting project status to senior management Leverance Efterspørgsel

19 Hvilke udbytter/benefits skal jeres PMO levere? DONG Energy
Advising project and programme managers Identifying, selecting and prioritising new projects, including involvement in benefits management and business cases, contingencies etc. Developing competencies of personnel, including training and mentoring for PMs Implementing and operating a project IS and/or scorecard Strategisk Coordinating pplans between projects and monitoring ressource use Quality monitoring and enforcement of standards Monitoring and reviewing project performance Promoting PM within the organisation Operationel Providing standards, methodologies and a set of PM tools Collating and reporting project status to senior management Leverance Efterspørgsel

20 Hvilke udbytter/benefits skal jeres PMO levere? Rigspolitiet
Advising project and programme managers Developing competencies of personnel, including training and mentoring for PMs Identifying, selecting and prioritising new projects, including involvement in benefits management and business cases, contingencies etc. Recording, analysing and disseminating lessons learned Providing advice to senior management Strategisk Coordinating pplans between projects and monitoring ressource use Quality monitoring and enforcement of standards Monitoring and reviewing project performance Conducting project health checks and post-project reviews Promoting PM within the organisation Operationel Providing standards, methodologies and a set of PM tools Collating and reporting project status to senior management Leverance Efterspørgsel

21 Hvilke udbytter/benefits skal jeres PMO levere? Willis
Coordinating pplans between projects and monitoring ressource use Identifying, selecting and prioritising new projects, including involvement in benefits management and business cases, contingencies etc. Strategisk Allocating resources between projects and programmes Monitoring and reviewing project performance Providing standards, methodologies and a set of PM tools Operationel Collating and reporting project status to senior management Leverance Efterspørgsel

22 De bedste mødes på toppen – peakconsulting.dk
Helle Falholt Tel Søren Porskrog Tel Kurser i P3O© samt kursuskatalog på P3O appendix om opbygning af Management Dashboards P3O whitepaper Portfolio-, Programme-, and Project Management Maturity Model P3M3™ whitepaper

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