Portfolio Management Plan

PM587 Advanced Program ManagementKeller Graduate School of Management

DSLBJ EnterprisesDorothy Sullivan, Speranca Szana, Lilli Schweitzer, Brandy Starks, Johanna Sloss

DSLBJ Portfolio Management Plan

I. Strategic Plan• Strategic Formation,

Emergent• How Does It Fit with

Organizational Strategy?• Goals & Timing

II. Strategic Capacity• Human Resources, DSLBJ &

Sub-Contractor• Costs

III. Portfolio Management Process• Promote Growth &

Consistency• Process:• Start-up, Risk Analysis, Strategy

Management & Reporting

IV. Project Selection Criteria• Cost Benefit Analysis• Internal Rate of Return• Strategic Alignment• Feasibility• Scoring Model

DSLBJ Portfolio Management Plan

V. Program Management Plan• Benefits – Stakeholder Value• Evaluation of Opportunities &

Threats• Standards & Success

Indicators• Pacing

VI. Possible Sources of Conflict• Cost• Quality• Resource Allocation• Communication

VII. Change Management Plan• How Change is Managed• What Defines Change• Purpose/Role of Change

Control Board (CCB)

VIII. Resource Utilization PlanIdentify How Requirements are …• Identified• Analyzed• Documented• Managed for Lifecycle

I. Strategic PlanGrowth and Cohesiveness

I. Strategic PlanDSLBJ Enterprises

Security Installation Company• 18 Branch offices• 7 States• Growth strategy –

o Purchase medium size installationso Expand into new marketso Potential purchases must add value to region

• Uniformity, cohesiveness, dashboard information using:o Modular Customer Relations Management (CRM), o Estimator/Supply Chain

I. Strategic Plan (continued)DSLBJ Enterprises

Goals & Timing• CRM to strengthen leads generation & Security Installation

Company

customer contacts

• Estimator Module (Sweet Estimates)

o Simplify/standardize proposal generationo Conduct equipment searcho More sales to generate more revenue

• Supply Chain Module (Sweet Delivery)

o Reduce paper flow for distributors & vendorso Control & labor savings, automatic order generation

• Program to be implemented in phases

II. Strategic Capacity

Human Resources & Cost

II. Strategic Capacity

• Human Resourceso PPM, VP Operationso PgM, IT Directoro PM, IT Dept. Managero Sub-contract Software creation

• Costso Human resources, training/implementationo Software vendor fees:

• Customization • Use

III. Portfolio Management

ProcessPromote Growth & Consistency

III. Portfolio Management Process

• Promote growth & consistencyo Looking for strategic valueo Combine interrelated projectso Resource utilization

• Consolidation, eliminating redundancies

• Understand corporate strategyo Set goals to achieve corporate strategyo Allocate funding for these goalso Develop risk analysis (evaluate within parameters)o Develop processes for managing portfolioo Align project ideas to corporate goals/strategyo Assess value of projects

• Process includeso Start up o Risk analysiso Strategy managemento Reporting

III. Portfolio Management Process (continued)

DSLBJ Portfolio Management Process Flowchart

IV. Project Selection Criteria

Support Growth: Cost/Benefit Analysis, IRR, Strategic Alignment, Feasibility, Scoring Model

IV. Project Selection Criteria

• Focus on cohesiveness o Improve efficiencies across organizationo Streamline processes across brancheso Allow for more complete oversight of business activities

• Selection Methodso Cost benefit analysiso Internal rate of returno Strategic alignmento Feasibilityo Use of scoring model

IV. Project Selection Criteria (continued)

• Process for Portfolio Management includeso Start up

• Senior management discuss corporate strategy & broad initiatives• Funding & resource allocations• Department directors/key stakeholders determine policies &

procedureso Risk analysis o Strategy management using quantitative and/or qualitative

measures• If strategy is altered, projects are modified or eliminated to meet

new goal• Internal & external factors are reviewed

o Reporting – performance & strategy reports

V. Program Management Plan

Benefits, Evaluation of Opportunities/Threats, Standards/Success Indicators & Pacing

V. Program Management Plan

• Program management plan iso Linked to organizational change for strategic decision-making

• Cyclic activityo Regular assessment of benefitso Evaluation of opportunities/threatso Standards & success indicatorso Pacing

• Corporate governanceo Promote stakeholder value

• Grouping related projects• Meet common objectives

• Plan designed by Program Manager; implemented by DSLBJ

V. Program Management Plan

(continued)• Communication requirements

o Clear chain of command• Based on roles what is communicated• How information is communicated• When information is distributed• Who does the communication• Who receives the communication

• Standards & success indicatorso Develop standards to measure program integrationo Standards will be documented related to

• Processes• Communication• Data• Reports• Templates

VI. Possible Sources of Conflict

Cost, Quality, Resource Allocation, & Communication

VI. Possible Sources of Conflict

• Costo Software customizationo Training & implementationo Follow-up, repeated customization & implementation

• Qualityo Lack of quality impacts project performanceo Delays in meeting key schedule points, increased project costs &

dissatisfied customerso Quality processes need to be considered & control measures

embedded• Resource allocation

o Customer relations management, training, overlapping allocationso Lack of funding for software upgrades by external contractors

VI. Possible Sources of Conflict (continued)

• Communicationo Cohesive communication efforts across all participantso Communication risks

• Executive level decision-making of processes, procedures & projects

• Problems with different branches• Could hinder progress, increase cost/time & detour

employee cohesiveness• Risk to productivity• Success of entire project

VII. Change Management Plan

How Change is Managed, What Defines a Change, Purpose/Role of Change Control Board (CCB)

VII. Change Management Plan

Approach• Ensure all changes

are defined, reviewed & agreed upon

• Ensure change s are within scope, determine how to implement & manage the change as it is implemented

Change Definitions• Scheduling

changes• Budget changes• Scope changes• Changes must be

communicated, approved & documented

VII. Change Management Plan (continued)

Change Control Board• Approval authority• Purpose: to review all change requests, determine

risks/impact• Approve or deny requests

VII. Change Management Plan

(continued)Roles & Responsibilities• Sponsor

o Approves changes to funding, schedule, scope, Chairs the CCB

o Approve all changes to budget/funding allocations

o Approve all changes to schedule baseline

o Approve any changes in project scopeo Chair the CCB

• Project Managero Receive and log all change requests

from project stakeholderso Conduct preliminary risk, cost, schedule,

scope analysis of change prior to CCBo Seek clarification from change

requestors on any open issues or concerns

o Make documentation revisions/edits as necessary for all approved

• Project Teamo Submit all change requests

on standard organizational change request forms

o Provide all applicable information and detail on change request forms

o Be prepared to address questions regarding any submitted change requests

o Provide feedback as necessary on impact of proposed changes

VIII. Resource Utilization Plan

How Requirements Identified, Analyzed, Documented & Managed for the Lifecycle

VIII. Resource Utilization Plan

Efficient use of…

• People• Equipment• Materials• Facilities

How resources are

• Identified• Analyzed• Documented• Managed

VIII. Resource Utilization Plan (continued)

Project Requirements

• Non-Technical• Meet the needs• Ensure completion

& readiness

Product Requirements:

Developing Software

• Identified to meet the technical specifications of product

VIII. Resource Utilization Plan

(continued)Data Collection• Interviews• Focus groups• Facilitated workshops• Group creativity

techniques• Questionnaires/

surveys• Product prototype

Documented & Assigned• Added to project plan• Project team determines

methods for tracking/reporting

• Throughout lifecycle, PM ensures team reports status/issues

• May require change, must follow change control process

• Ongoing management includes receiving approvals as part of project closure

Grazie

Gracias

Thank You

Mulţumesc

Merci beaucoup Hval

a

danke schön Domo arigato gozaimasu

DSLBJ EnterprisesDorothy Sullivan, Speranca Szana, Lilli Schweitzer, Brandy Starks, Johanna Sloss