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Introducing the Portfolio
Management (PfM) SIG
1
Thursday 17th March 2016
Steve Leary
Overview
Programmes
& Projects
Vision Corporate
goals
Corporate
strategy
Pressures
Portfolio &
Business Area
Plans
Benefits
Corporate
goals
Business performance
Portfolio governance
Prioritisation model
Existing change & business as usual
Current performance
From strategic goals, through portfolio management to delivering the benefits
BAU work
Overview
From strategic goals, through portfolio management to delivering the benefits
Priorities Not Agreed
Little Consensus
External Influences
Less than Expected
Resources Poorly Aligned
Poorly Understood Not Properly Understood
Programmes
& Projects
Vision Corporate
goals
Corporate
strategy
Pressures
Portfolio &
Business Area
Plans
Benefits
Corporate
goals
Business performance
Portfolio governance
Prioritisation model Current
performance
Existing change & business as usual BAU work
Weak Controls
Why do we need PfM?
• Deliver the“right” programmes and projects
• Aligned with organisational strategy
• Achieve organisational goals
• Removal of unnecessary, unaligned and poorly performing projects
• More effective implementation of programmes and projects
• Consistent approaches & improved dependency management
• Agreed prioritisation and management process
• Enhanced transparency, accountability and governance
• Improved resource utilisation, effectiveness and collaboration
• Holistic assurance and risk management
• Improved engagement & communication between senior mgt & staff
Greater business benefits delivered
Optimised ROI
PfM needs good Governance
Alignment to
business strategy (demand prioritisation)
In flight delivery (Managing complexity &
ensuring delivery)
Value realisation (Measuring & tracking
benefits) £ £
Stopped
initiatives
Continuing
initiatives
New
initiatives
Corporate
goals
Delivery
managers
Portfolio
governance
Investment appraisal
Prioritisation
Investment Boards
Programmes
& Projects
VisionCorporate
goals
Corporate
strategy
Pressures
Portfolio &
Business Area
Plans
BAU work
Benefits
Corporate
goals
Business performance
Portfolio governance
Prioritisation model
Existing change & business as usual
Currentperformance
Programmes
& Projects
VisionCorporate
goals
Corporate
strategy
Pressures
Portfolio &
Business Area
Plans
BAU work
Benefits
Corporate
goals
Business performance
Portfolio governance
Prioritisation model
Existing change & business as usual
Currentperformance
Programmes
& Projects
VisionCorporate
goals
Corporate
strategy
Pressures
Portfolio &
Business Area
Plans
BAU work
Benefits
Corporate
goals
Business performance
Portfolio governance
Prioritisation model
Existing change & business as usual
Currentperformance
Programmes
& Projects
VisionCorporate
goals
Corporate
strategy
Pressures
Portfolio &
Business Area
Plans
BAU work
Benefits
Corporate
goals
Business performance
Portfolio governance
Prioritisation model
Existing change & business as usual
Currentperformance
Programmes
& Projects
VisionCorporate
goals
Corporate
strategy
Pressures
Portfolio &
Business Area
Plans
BAU work
Benefits
Corporate
goals
Business performance
Portfolio governance
Prioritisation model
Existing change & business as usual
Currentperformance
Programmes
& Projects
VisionCorporate
goals
Corporate
strategy
Pressures
Portfolio &
Business Area
Plans
BAU work
Benefits
Corporate
goals
Business performance
Portfolio governance
Prioritisation model
Existing change & business as usual
Currentperformance
• Focus on business performance
– overall strategic business outcomes is the key measure
• Proactive & visible senior management commitment & visibility
• Consistent & robust governance
• All projects aligned with strategic objectives
• Co-ordination through a strategic portfolio office
• Shared culture & associated behaviours
(MoP® )
How can PfM succeed?
APM Portfolio Management
Specific Interest Group
7
8
Role of Specific Interest Groups
(SIGs) within the APM
Creating & disseminating
new knowledge
Providing discussion
forums
Improving the understanding of
“How to do it”
Producing guides &
publications
Open to experts, beginners, specialists & generalists from all sectors
Putting on conferences, seminars etc
9
PfM SIG Strategic Aims
Help organisations achieve corporate
strategy
Promote awareness of PfM practices
Provide active forum to share experiences etc
Encourage collaboration across sectors & disciplines
Contribute to development of
best practice
10
Developing New
Knowledge – DNK
(creating/finding useful
material - “what works”)
Working with the APM
(collaboration with other
SIGs and several pan-
APM initiatives)
Engaging SIG Membership
(opportunities to participate in
activities – e.g. CSVs)
Engaging with the CxO Community
(supporting APM research and other
initiatives to reach this group)
Disseminating
Knowledge
(providing access to PfM
Knowledge resources)
Promote awareness of portfolio management practices
(help organisations achieve their corporate strategy or strategic intent)
Provide an active forum for interested professionals
(share experiences, ideas, tools, techniques and challenges)
Encourage cross-professional collaboration
Contribute to the development of best practice in this emerging field
A
I
M
S
SIG Strategy – Our Themes
11
PfM SIG Business Plans
Disseminating Knowledge
• Conferences, events, articles, webinars, papers etc
• SIG Website (research results, survey analysis & workshop outputs)
• Presentations available on the website (c.50)
Working with the APM
• Joint event(s) with other SIGs
• Influencing policies/procedures
• Improved website etc
Engaging SIG Members
• Portfolio Management surveys
• Topical Events
• Joining the SIG Cttee
Engaging the CxO Community
• Identifying opportunities
• Making SIG offerings relevant
• A long-term task
Developing New Knowledge
PfM Conferences
• 2014: Creating and sustaining an environment
for success
• 2015: Making Portfolio Management work for
you and your organisation
• 2016: Shaping your Portfolio to realise
Organisation Strategy
Conferences & Events – Presentations
12
13
PfM SIG Conference 2016
Shaping your Portfolio to realise Organisation Strategy; design and
prioritisation through to implementation and success
When & Where
Thursday 12th May
Holiday Inn, Bloomsbury, London
09.00 Registration
17.00 Close
17:30 > Informal – The Marquis Cornwallis
APM Members = £135
Employees of APM Corp Members = £135
Non-Members = £165
What is being covered
The strategic/portfolio design aspects of portfolio
management
Converting strategic goals into a portfolio of change
Prioritisation of the portfolio while retaining
strategic alignment
Delivering strategic change through portfolio
implementation and governance
Who will be presenting
High Speed 2 Infrastructure & Projects Authority
Transport for London Nationwide Building Society
Office for National Statistics Sellafield
14
2015-2016 Committee
Contact us via the APM website, portfolio mgt SIG, or:
SIG Committee
John T
Macgregor
Stephen
Parrett
(Chair)
Lynne
Ratcliffe
Paul
Morgan
Adam
Skinner
Nancy
Olson
David
Dunning
Mike
Florence Daryush
Abbasi
Peter
Glynne
Glenn
Jones
Steve
Leary
Summary
15
Aims
Strategy & themes
Plans
Programmes
& Projects
VisionCorporate
goals
Corporate
strategy
Pressures
Portfolio &
Business Area
Plans
BAU work
Benefits
Corporate
goals
Business performance
Portfolio governance
Prioritisation model
Existing change & business as usual
Currentperformance
SIG members
This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events
