Portfolio Management Categorization Optimization and Re-calibration
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The document outlines principles of execution in portfolio management, focusing on categorization, optimization, and recalibration of projects to align them with organizational goals. Gerald Leonard, the president and CEO of Principles of Execution, emphasizes the importance of data-driven decision-making and strong leadership in managing project portfolios effectively. It also discusses the methodologies for prioritizing, optimizing, and recalling projects to ensure strategic alignment and resource efficiency.
Portfolio Management Categorization Optimization and Re-calibration
- 1. Principles of Execution Portfolio Management Categorization, Optimization and Recalibration
- 2. Sure, I can do that as well! Implementation of Current Strategy Emergent Strategy Funded Projects Allocated Resources Product Processes New Services New Opportunities, innovation or demands Deliberate Strategy
- 3. Portfolios, Programs and Projects
- 4. Gerald’s Background Gerald Leonard is currently the President & CEO of Principles of Execution, a Strategic Project Portfolio Management and IT Governance consulting firm based in the Metro Washington, DC area. 19 years as an IT Project Management consultant and earned the PMP, MCSE, MCTS, CQIA, ITILv3 and COBIT 4.1 Certifications Acquired certifications in PM and BI from the University of California, Berkeley, as well as an Executive Leadership Certification from Cornell University. Where can you learn more?
- 5. What is Portfolio Management? Portfolio Management is a capability that enables organizations to analyze, select and manage a collection of project investments that are aligned with your company’s goals and objectives within a data driven decision making framework. Portfolio Management also coordinates the acceptance, approval, postponement, rejection or cancelation of a project which will not realize the proposed benefits or the corporation’s strategic outcomes. The Corpus Callosum of the Organization
- 6. Mapping Project Investment To Organizational Priorities
- 7. Categorization Prioritization Optimization Recalibration
- 9. An Interview with TalkTalk’s CIO Strong Executive Management support Leadership with Business and IT knowledge Communication is critical!
- 10. Allocate Funding and Resources by Project CategoriesHow many projects in each category do we have the capacity to execute? The system must limit the number of projects based on capacity to execute.
- 11. Only Reallocate Resources with Similar Categories Implementation of Current Strategy Emergent Strategy Funded Projects Allocated Resources Product Processes New Services New Opportunities, innovation or demands Deliberate Strategy Transform 10% Grow 30% Run 60% Enforce a discipline decision making process
- 12. Categorization Prioritization Optimization Recalibration
- 14. Steps CIO Should Take To Gain Control of IT Embrace data-driven performance reviews Use tools to manage your application portfolio, weeding out inefficiencies and duplication Take a big-picture view that enables you to make decisions on what projects add value to the business http://h30499.www3.hp.com/t5/Discover-Performance-Blog/3-things-federal-CIOs-can-do-to- optimize-their-application/ba-p/5503461#.VVMml_lVikp
- 15. Project Prioritization Low Medium High Value Low May Execute Later Than 12 Months Medium Need to Execute Within 12 Month High Must Execute Now Project Project Project Project Project Project Project Project Project Project Project Project Project Project Project Project Project Project Project Project Project Project Urgency
- 16. Categorization Prioritization Optimization Recalibration
- 18. Case Study
- 19. Portfolio Analysis Efficiency Frontier Strategic Alignment Prioritization Scenario Probability Cost/Benefit Resource Capacity Interdependency Business Value
- 20. Categorization Prioritization Optimization Recalibration
- 22. Recalibration Challenges Leadership Engagement Political Project Selection Identifying the Great Projects Among the Good Standardizing Business Cases Prioritization within Categories
- 23. PPM Governance Project Review Board Process
- 24. Questions To Consider When Recalibrating Projects What is the strategic value of this project? What is the project's capability to deliver value? What is the capability to deliver on the business objectives? What are the risks? Do we still have the capabilities to deliver this project? Does the cost benefit projections still warrant this project being completed? What is the project's importance to keeping our strategy on point?
- 25. Mapping Project Investment To Organizational Priorities
- 26. Where Should You Start?
- 27. Q&A
- 28. Portfolio Management Training Click here to learn more.
- 29. Principles of Execution, LLC Gerald J. Leonard PMP, MCTS, CQIA, ITIL, COBIT President/CEO Gerald@Principlesofexecution.com http://www.principlesofexecution.com Helping Organizations Develop A Culture That Works!