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The better the question. The better the answer. The better the world works.
Discussion on blending of project, program and portfolio management concepts to help increase business value
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Disclaimer
► The views expressed by the presenters are not necessarily those of Ernst &
Young LLP or other members of the global EY organization.
► These slides are for educational purposes only and not intended to be relied
upon for accounting, tax or other professional advice. Please refer to your
advisors for specific advice.
20 March 2019
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A bit about me
Professional experience summary
Brenda is an executive director in the Advisory Services practice of Ernst & Young LLP. She has a primary focus in establishing simple and
effective operating models to mobilize and manage complex initiatives, as well as rescue of those in distress. She enjoys training, coaching
and mentoring others on related topics to demystify principles of project, program and portfolio management, as well as sharing of leading
practices.
Brenda has a pragmatic approach and is adept at bringing people together to align requirements and gain common understanding that
fosters collaboration and support. To that end, she routinely draws upon her industry and consulting experiences to bring responsiveness
and insight to client situations, which has proven to aid in building trust.
Brenda brings more than 25 years of broad experiences that center around operations and program management. These range from
service delivery and supply chain to product development, finance and human capital. Her functional experience is augmented by her
technical experience with SAP and Oracle, as well as sell-side and buy-side transaction experience.
Brenda Liebnow, PMPExecutive Director
Ernst & Young LLP
+1 417 340 7615
20 March 2019
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Agenda
► Defining business value
► Anchoring on frameworks
► Considering capability maturity
► Connecting the dots
► Illustrating through examples
► Panel Q&A
► Bringing it all together
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Defining business value
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Key conceptHow is business value defined?
StakeholdersProfitInnovation Cost controls
Learn what is important to your “customer”
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Anchoring on frameworks
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BasicsHow do we typically think of project, program and portfolio management?
A temporary endeavor
undertaken to create a unique product, service or results.3
A group of related projects managed in a coordinated way
to obtain benefits and control
not available from managing them individually. Programs may include elements of
work outside the scope of discrete projects in the program.2
A collection of programs and other work that are grouped together
to facilitate effective management of that work to meet strategic objectives.
The projects or programs of the portfolio may not necessarily be interdependent
or directly related.1Portfolio
Program
Project
20 March 2019
1,2,3 See page 22 for references
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Closer inspectionWhat are the salient points of each when we compare and contrast?
Project Program Portfolio
Single Group CollectionBreadth
Control Benefits StrategyDepth
Product,
service and
result
Related
projects
Programs
and other workScope
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Project Program Portfolio
► Initiating
► Planning
► Executing
► Monitoring and controlling
► Closing
► Definition
► Benefits delivery
► Closure
► Defining
► Aligning
► Authorizing and controlling
► Communications management
► Financial management
► Integration management
► Procurement management
► Quality management
► Resource management
► Risk management
► Schedule management
► Scope management
► Stakeholder management
From a different angleWhat are the next layers down?
Process
areas
Knowledge
areas
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Considering capability maturity
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Another lensHow do we determine if practices are mature? 4
How is it measured?
► Level 1 – Initial
► Level 2 – Repeatable
► Level 3 – Defined
► Level 4 – Managed
► Level 5 – Optimizing
What is considered?
► Change management
► Cost management
► Financial management
► Governance
► Performance management
► Quality management
► Resource management
► Risk management
► Time management
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Why does it matter?
► Credibility
► Reliability
► Trust
► Brand
4 See page 22 for references
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Connecting the dots
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CMMI® 4 Knowledge
areas
Project management Program management Portfolio management
Initiating Planning Executing Monitoring
and
controlling
Closing Definition Benefits
delivery
Closure Defining Aligning Authorizing
and
controlling
Stakeholder
Integration
Procurement
✓ Quality
✓ Resource
✓ Financial
Scope
✓ Schedule
✓ Risk
Communications
✓ Performance
Strategy
✓ Governance
Thinking strategicallyHow can we best leverage these concepts to assist in driving business value?
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Process areas
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Illustrating through examples
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Business value
PM services
Key business drivers
Case study 1Blending of project and program management concepts to help increase revenue
SituationGlobal health care
organization under
regulatory pressure
ComplicationStunted growth due to
inability to attract new
members during open
enrollment
At a glance
Portfolio
Program
Project
► Complex environment exacerbated by numerous
legal and delegated entities
► Insufficient subject-matter resources to navigate the
multifaceted scope
► Immature business and information technology
processes required to stabilize and sustain operations
► Established program operating model, including
governance, decision and program-execution
frameworks and integrated plans
► Developed and implemented communication strategy
and plan to align key stakeholders
► Drove working sessions to develop future road map,
including transformation scope and regional
requirements, as well as the overall approach and
phased work plans
► Quickly brought order to
chaos in a politically
charged environment
► Brought people together
to align scope,
requirements, and gain
common understanding
and foster collaboration
► Developed a “single
source of program-truth”
for effective and timely
decision-making
► Provided targeted
program, operational
and regulatory insights
► Drove measurable
progress
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Key business driver
SituationGlobal industrial
products company
under pressure from
board on systems
program return on
investment (ROI)
Complication80% of the way
through a multiyear
journey and nearly all
of their budget had
been spent
At a glance ► Higher than “normal” resource requirements challenging
the original value proposition
► High incidence of transaction “double-handling”
suggested that change management and training
approach in need of adjustment
PM services► Performed an assessment, which examined several
aspects of the program, including strategy, governance
and program management, solution and deployment
approach, change management and performance
against external benchmarks
► Designed and implemented a new operating model,
including portfolio aspects of road mapping, intake and
demand management, resource capacity analysis,
mindful program launch, and execution, as well as
quality assurance and quality control functions
Business value► Helped client
executives recognize
significant challenges
with existing process
and structure
► Worked with client to
develop a realistic
model that would work
in their environment to
reduce bottlenecks in
the decision-making
and escalation
processes
► Helped client improve
program controls and
stakeholder alignment
on future-state of ERP
Program
Project
Portfolio
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Case study 2Blending of many PM concepts to help reduce cost and improve operations
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Panel Q&A
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Q&A with the panel
Katherine Epiphany Ashley VjekoMcGehee Wallner-Haas Maybury Pavlinic
PM experience 5 years 5 years 6 years 18 years
College major International
affairs
Chemical
engineering
Business
managementPhysics
Fun fact Experienced high
school graduation at
the United Nations!
Just bought our
first home!
Visiting all 50 states
this year!
Taught myself how
to “pond skim,” as I
love winter sports!
20 March 2019
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Bringing it all together
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Key conceptsWhere do we go from here?
► Know who your customer is
► Learn what business value means to them
► Anchor on frameworks
► Frame your knowledge to solve customer issues
► Translate PM-speak into the language of your customer
Allow yourself the liberty to blend concepts that can increase business value
20 March 2019
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