Enterprise project management organisation – joining strategy to delivery and back again

 SIG established Sept 2010
 Business Plan in place – many thanks to Steve Jenner
 Joint 1 day session with Assurance SIG
 Survey
 Active blogging – and debate
 Had committee Strategy workshop – themes for year ahead
 Knowledge Share next week
 PfM & BM session in planning
 Moving forwards – all that contribute, benefit

Proposed committee
 Chairman – Matt Rawson
 Committee members - Achilleas Mavrellis,
Adrian Pyne, Nigel Bell, Martin Samphire,
Paul Hirst, Peter Parkes, David Dunning,
Stephen Parrett, Christine Rigby, Chris
Beach

Presented by David Dunning, Professional Services Director, CPS
Enterprise Project Management
Organisation – joining strategy to
delivery and back again. What have I got
to do?”Where does strategy come from? How might we envision the connection of strategy through to delivery of
change / business as usual items, to the confirmation that strategy is being fulfilled. Assuming we have
planted a seed, how might we make this grow?”
Following on from the successful event entitled “Enterprise project management organisation - What does it
look like?” in January that looked at the release of MoP® and the P3O® Best Practice guidance, and the
necessity in a recovering economy to focus on the right projects and programmes for scarce business
resources, we turn our attention to the maturing of the enterprise project management organisation from
specific components of support offices, processes and solutions, to a ‘vision’ of how we see the connection of
strategy through to delivery of change and business as usual, to the confirmation that strategy is being
fulfilled.
This presentation answers the question of how do I connect this all up so that we can manage changes
thrown at us by our environment and- ensure the outcomes and benefits of change are reaching our vision /
mission?

• Corporate Project Solutions
Established 1995
Fifteen years Enterprise Solutions
Implementation Experience
Experts in Portfolio, Portfolio,
Programme, & Project
Management
Over 700 Clients
• People
Recruitment
• Permanent
• Interim positions
Training
• Maturity/Capability Assessment
• Planning / Process based
• Microsoft Project
• EPM Administration
• Process
P3O® Services
Change Management
P3M Consulting
• Technology
Microsoft Platforms
• Project Server (EPM)
• Project Portfolio Server
• MOSS / SharePoint
CPS Solutions
P3O® is a Registered Trade Mark of the Office of Government Commerce.

Introduction:
If we are to introduce change for the
good – we have to attract CxO
attention and priority

What is the Cx level interested in?
• Assuming I know my strategy…
• What is does my strategy mean in terms of Change? Can we
actually do it?
• How much will Change cost (resource, money, risk)?
• What is the value of the Change? (Benefit, revenue, saving)
• What happens if something changes?
• How am I assured my business system works?
• How can I check that Changes are happening?
• Am I realising the value of those changes?

Agenda
Enterprise Project Management
Organisation – joining strategy to delivery
and back again. What have I got to do?”

Strategy – Where does it fit in?
Vision
(Values, picture of future state)
Current State
Mission Strategy
BAU - Work
Programmes and
Projects
Business Drivers
Pipeline
Outcomes /
Benefits
Strategy

How do I connect this all up so that
we can:
- manage changes thrown at us by
our environment
and
- ensure the outcomes and benefits
of change are reaching our vision /
mission?

Portfolio Management
• “A portfolio is the investment in the changes
required to meet strategic objectives “
– P3O®
• Portfolio Management - Coordinated strategic
processes and decisions to balance organisational
change and business as usual
• “It is shocking that some organisations continue
to waste effort and resources by delivering the
wrong projects and programmes”
Portfolio
Management

Business Drivers
Pipeline
Work
Vision
Current State
Programmes and
Projects
StrategyMission
Outcomes /
Benefits
Consensus?
Problem areas?

Strategy into Business Drivers
Clear articulation of the enterprise strategy;
– Fosters executive consensus on strategic priorities
– Focuses idea generation
Reduce Expense Base
Improve Employee Satisfaction
Improve Product Quality
Standardise and Streamline
Processes
Increase Market Share in
Existing Markets
Improve Customer Satisfaction
Expand into New Market
Segments
Change Plan
to Delivery

Business Drivers
Pipeline
Work
Vision
Current State
Programmes and
Projects
StrategyMission
Outcomes /
BenefitsNot what
expected
Problem areas?

Answer – P3M3 Assessment.
Independent, standard, structured,
informative
• Using an objective standard with a consistent set of
questionnaires and scoring to determine a maturity
level
• Understanding desired maturity level and what that
means
• Gaining a better understanding of strengths and
weaknesses to focus and prioritise improvements
• Independent verification (and certification)
• Justifying investment in portfolio, programme and
project management improvements

Business Drivers
Pipeline
Work
Vision
Current State
Programmes and
Projects
StrategyMission
Outcomes /
Benefits
Priorities not
agreed?
Problem areas?

Example Strategic Alignment Process

Align Investment to Strategy
priorities
UnalignedUnaligned
OptimisedOptimised

Business Drivers
Pipeline
Work
Vision
Current State
Programmes and
Projects
StrategyMission
Outcomes /
Benefits
Poor control
processes
Problem Areas?

http://www.mop-officialsite.com/home/AboutMoP/About_MoP.aspx
In one single diagram?
Organisational WILL
Portfolio Processes
Strategy
Understand Categorise
Plan
Balance
Prioritise
Trigger
Verify
Delivery Processes
Management
Control
Benefits
Management Financial
Management
Risk
Management
Stakeholder
Management
Governance /
Compliance
Resource
Management
Benefits

Business Drivers
Pipeline
Work
Vision
Current State
Programmes and
Projects
StrategyMission
Outcomes /
Benefits
Bad Resource
Management
Problem Areas?

Mubeena (2010) Organisation Design and Structure [online] Available at: http://www.slideshare.net/mubeena/org-design [Accessed 14 April 2010]
Organisational Challenge
– not a local issue

Re-definitions
• Resource Planning – creating a model of
resource demand, maintaining it, reporting off it.
• Resource Management – using the model of
resource demand in the context of emerging
requirements, priority, progress and capability in
order to carry out planned work.
Resource Planning
Initiated
Resource Management
Consolidated
Resource Management
Initiated
Strategy

Business Drivers
Pipeline
Work
Vision
Current State
Programmes and
Projects
StrategyMission
Outcomes /
Benefits
Not what
expected
Problem Areas?

Delivery to Strategy
Project Outputs
Business
Change
Side effects
Dis-benefits
Desired
Outcomes
Intermediate
/ End
BENEFITS
Strategic
Objectives
Realise Further
Enable
Also cause
Result in
Create
Measured in
Towards one or more
Extrapolated from Managing Successful Programmes®, from the OGC
Delivery to
Strategy
MSP® is a Registered Trade Mark of the Office of Government Commerce.

Output Change Outcome Benefit Objective
Example from P3O®

What do I need to have in place for
this?
Gaps

Organisation Components
• Strategy Office
– Do we have “bright buttons” who
can assist thought leaders with detail
and analysis?
– Can we put a high level agreeable
strategy in place to work around,
then develop further?
– How do we publicise this?
– How do we change this?
• Portfolio, Programme, Project Office
– If there is no strategy, can we get
down a set of assumptions to be
going on with?
– Can we supply visibility, scrutiny and
oversight?
– Can we assist delivery and support?
– Can we provide experts to define
how to run things?

PxOrganisation – Now?
Center of
Excellence
Delivery Support
Is this one central function?
Process, Standards, Tools,
PM Knowledge Owner, Learning
Facilitator, Best practice owner
Local support offices run from a
Central ‘support’ office ?
Project Start up? Planning help?
Reporting? Gates? Closure?

PxOrganisation – Next?
Delivery Support Governance
Local compliance management?
Process adherence?
Standards usage?
Plan quality?
Center of
Excellence

PxOrganisation – to finish…
Center of
Excellence
Governance
Local compliance management?
Process adherence?
Standards usage?
Plan quality?
Decision Support
Does this function exist?
Scrutiny / Oversight
Priority Generation /
Implementation
Business Perspective
Delivery Support
Project
Organisation

Organisation
Process
People
Technology
The Answers

What game to play?
• Top Down – Strategic
• Very fast or very slow
• All or nothing
• Dependent on the
personalities involved
• Resources
• Energy and drive can be
very effective
• Missing out on benefits
while waiting until you get
backing
• Bottom Up
• Get something moving
• More effort
• Less effective (shoestring)
• Greater penetration than
top down?
• Better ‘stick’
• Spending while waiting
until you get backing
How

What does this mean?
• Can we collect enough ‘pain’?
• Is this ‘pain’ to the right people?
• The change road gets pretty congested at the
top!
Devise a problem
statement

Barriers
• CXO agenda full
• No perceived problem
• No CXO knowledge of
Portfolio Management
• Uncertainty of cost /
benefit
• Culture ‘wrong’
• Wait, or make an
assertion
• Gather evidence, present
• Pick the right way /
moment, brief.
• Seek funding to define
costs / benefits
• Hmmmm! Excuse?

• Can we reach / does this come
from the right people?
• Cost / Benefit?
• Timing?
Establish
‘Organisational
Will’

Answers to CXO Questions:
• What is does my strategy mean in terms of
Change? Can we actually do it?
• Capture proposals, prioritise drivers,
changes scored, selection made.
• How much will Change cost? • Costs and Resource pinch points
captured. And Risk.
• What is the value of the Change? • Benefits captured. Options are
comparable.
• What happens if something
changes?
• We can see what is affected, re-
prioritise, re-plan.
• How can I check that Changes are
happening?
• Visible Strategy plan, connected
project and programmes,
assurance of processes and
benefit realisation
Enabling direction, leadership
and control

• If you can’t get someone senior
to ‘front’ this, how can this possibly succeed?
Appoint a Senior
Responsible

• Beware the chalice of doing this in
your spare time.
Appoint a capable
Programme
Manager

• Increase the proportion of projects and programmes
directly linked to the corporate strategy, saving time /
resource from being spent on the ‘wrong’ stuff
• Directly save costs through standard, repeatable processes and simplified cost
effective reporting
• More output from resources through effective prioritisation and efficient
scheduling
• Directly support measurement of project and programme benefits, maximising
what is possible and encouraging the ‘right’ projects in the first place
• Initiate cost effective, consistent Governance of projects and programmes to
provide assurance of delivery quality making the decision making process more
reliable
• Saving wasted resources by learning from experience and implementing changes
from lessons learned.
Set the capability /
benefit
expectations

What does this mean? Map out the vision
for how the
objectives can be
met1
2
3

• How can we plot a journey if we
don’t know where the start point is?
• P3M3 Assessment
Assess the current
state of strategy
management and
'P3 organisation’
provision

• How else to establish ‘buy in’ better
than to get someone to put their hand in their
pocket?
• Benefit plans
• Milestones
Prepare Business
Case, Programme
Brief, Programme
Plan

All together….
Establish
‘Organisational
Will’
Devise a problem
statement
Appoint a Senior
Responsible
Appoint a capable
Programme
Manager
Set the capability /
benefit
expectations
Assess the current
state of strategy
management and
'P3 organisation’
provision
Map out the vision
for how the
objectives can be
met
Prepare Business
Case, Programme
Brief, Programme
Plan

Organisation
Process
People
Technology
The AnswersStrategy

Thank you for listening!
David.Dunning@CPS.co.uk
01628 895600 / 07767 803540
LinkedIn
http://
uk.linkedin.com/pub/david-dunning/3/bb9/b

Enterprise project management organisation – joining strategy to delivery and back again

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