32989 hbm stories of winners - hamdan bin mohammed award for innovation … · 2020. 1. 12. ·...

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HAMDAN BIN MOHAMMED AWARD FOR INNOVATION IN PROJECT MANAGEMENTSTORIES OF THE WINNERS

EU MDR EPMO

WINNER OF THE INNOVATIVE PROJECT MANAGER AWARD - 2018

ENTERPRISE PROJECT/ PROJECT MANAGEMENT OFFICE (EPMO)

Medtronic was founded in 1949 as a medical equipment repair shop by Earl Bakken and his brother-in-law, Palmer Hermundslie. Did these two men set out to change medical technology and the lives of millions of people? No. But they did have a deep moral purpose and an inner drive to use their scientific knowledge and entrepreneurial skills to help others. That spirit — combined with our founders' personal integrity and passion — became our guiding philosophy and ultimately, the Medtronic Mission. Our first life-changing therapy — a wearable, battery-powered cardiac pacemaker — was the foundation for many more Medtronic therapies that use our electrical stimulation expertise to improve the lives of millions of people. Over the years, we developed additional core technologies, including implantable mechanical devices, drug & biologic delivery devices and powered & advanced energy surgical instruments. Today, our technologies are used to treat nearly 40 medical conditions.

ABOUT THE COMPANY

To contribute to human welfare by application of biomedical engineering in research, design, manufacture and sale of instruments or appliances that alleviate pain, restore health and extend life.

To direct our growth in the areas of biomedical engineering where we display maximum strength and ability; to gather people and facilities that tend to augment these areas; to continuously build on these areas through education and knowledge assimilation; to avoid participation in areas where we cannot make unique and worthy contributions.

To strive without reserve for the greatest possible reliability and quality in our products; to be the unsurpassed standard of comparison and to be recognized as a company of dedication, honesty, integrity, and service.

To make a fair profit on current operations to meet our obligations, sustain our growth and reach our goals.

To recognize the personal worth of employees by providing an employment framework that allows personal satisfaction in work accomplished, security, advancement opportunity and means to share in the company's success.

To maintain good citizenship as a company.

MEDTRONICMISSION

Implementation of a complex large-scale Enterprise Project/ Project Management Office (EPMO) that spans the entire organization. This is in response to a program called European Medical Device Regulation or MDR and European Diagnostic Device Regulation or IVDR. The program has four business groups and eighteen business units which have been brought together under one EPMO umbrella, increasing efficiency and productivity while creating one source of truth. He had to reach out to leadership in many different functions in a complex structure and present at many different leadership meetings to gain buy in and alignment throughout the Corporation. The benefits of this project/EPMO aligns a common source of one truth and creates efficiency and productivity.

The goal for this program is to keep cost down and maximize information & communication across the company with a new set of regulations. This program is also in the hundreds of millions of dollars and has a very complex set of stakeholders and project team members. The scope of the MDR includes the placing on the market as well as the making available on the market or putting into service of medical devices, accessories and medical devices for human use in the European Union (EU).

One of the goals of the program was to find the initial cost for this initiative. There were meetings with different functions to make sure the systems were aligned but as a system with stages we did not utilize this in this program.

AN OVERALL LOOK AT THE SYSTEM STAGES

The governance structure was simple and easy to follow. We had the typical plans in place, communication, timeline, cost and scope. The simple governance structure provided us the flexibility required for the program.

THE GOVERNANCE STRUCTURE

ABOUT THE PROJECT

THE MAIN COMPONENTS OF THE PROJECT

The project management innovation had to start with communications and then worked across LinkedIn to navigate people and figure out the organization structure to help with the organization of the project and EPMO. The company utilized an innovative war room in which the entire room was painted with Fuze paint (writable walls) and began with scope, objectives, project team members, EPMO structure, swim lanes, IT systems, deliverables etc. all on the walls. This became the daily meeting place for innovative agile type project management meetings. This was very beneficial for the many stakeholders that the company had to work with and educate quickly. The approach to this EU MDR project and EPMO is innovative in and a collection of an overall playbook for the company at the enterprise level. The project developed an innovative Enterprise Project Management (EPMO) office communication methodology approach that spans the entire company of nearly 84,000 employees. This had to be developed and communicated by reaching out to leadership in many different functions and presenting at many different leadership meetings to gain buy in and alignment throughout the Corporation. The start of a Corporate wide innovation project management training initiative based on the PMI project management foundation to train these new project managers. This helped the company train project managers and help with the innovative nature of the project. Stakeholders were able to visit the war room and or hold meetings in the war room to provide real time data and our deliverables.

The EU MDR EPMO innovation is different from traditional project management practices as it combined traditional project management practices with agile practices, new ways of innovative communication and innovation project management with a dedicated space and ability to write on walls. The project also cut across a new organization that moved from 42,000 employees to 84,000 employees during this project start date. The project also worked with technology tools to improve communication that had not been mainstream at this organization. This was an out of the box and innovative approach to using an internal social media tool to communicate with the rest of the organization. The project also developed new innovative approaches to meeting with leaders on a regular cadence to educate and gain approval quickly.

INNOVATION DESCRIPTION

This early project work has contributed to the EPMO’s objective to build understanding across the business teams on EU MDR. Working with the communications resource in the EPMO team to engage with the functional stakeholders across the different BU’s early with clear roles, accountabilities and responsibilities, has contributed to the efficient execution of the work.A critical role to be executed by the EPMO resources will be their access and know-how to the critical stakeholders across the business who will need to be engaged in the process. The cost model estimation work will need the right input and insights from the BU functional experts, hence timely access will be critical to enable the team to deliver on a deadline. Participation of finance to ensure that the cost model can be leveraged into the AOP/Strat Plan will be important.

LESSONS LEARNED

We continue to work in the EPMO group and have created success based on the early financial part of the project and enterprise assessment. The EU MDR EPMO work will continue until the MDR and IVDR regulations are completed and audits by the notified body have been successfully passed and completed.

WHAT IS NEXT

Innovation requires enhanced project management to meet both product requirements and executive project requirements. Executive management defines innovation direction, project and program managers manage the activities required for achieving innovation, and skilled people working in teams with defined resources deliver the innovation. Enhanced Project Management supplies the necessary rigor for meeting executive project, program, and portfolio requirements meeting giving people the project management language, processes, tools, and techniques to maximize their productivity contributions to innovation.

PROJECT MANAGEMENT PRACTICES

This EU MDR project work will contribute to the EPMO’s objective to build understanding across the businesses on EU MDR. Working with the communications resource in the EPMO team to engage with the functional stakeholders across the BU’s early with clear roles, accountabilities and responsibilities, will contribute to the efficient execution of the work. A critical role to be executed by the EPMO resources will be their access and know-how to the critical stakeholders across the business who will need to be engaged in the process. The cost model estimation work will need the input and insights from the BU functional experts, hence timely access will be critical to enable the team to deliver. Participation of finance to ensure that the cost model can be leveraged into the AOP/Strat Plan will be important. A new process of innovative project management has evolved and will continue to grow in the organization.

Results, Project and EPMO:

Deliverables:

Understand EU MDR and communicate within the organization, completed

Review of scope: Impacted products (current and pipeline), initial review completed

Gap analysis/audits based on high level impact estimation, initial review completed

Priority ranking for remediate, replace and retire, initial review completed

Financial analysis: Application of a cost model, completed

EPMO set up at the Enterprise level and support for local BU PMO set up, completed

Support for FY18 AOP planning, completed

Innovative communication methodology across the business units

Combined traditional project management, agile and innovation project management

Time: completed 3 weeks ahead of schedule

Cost: completed at $1.8M of the total $2M budget

Playbook: completed 2 weeks ahead of schedule

EPMO structure set up and implemented across the Corporation

Because of this EU MDR project/EPMO, a cost analysis was developed and presented to senior leadership which overall will save time and money at the corporation with regards to the EU MDR process.

INNOVATION IMPACT AND RESULTS

The project return on investment is mainly in time. We could compute a cost estimate, but we had mainly focused on time and the effort to create an initial cost assessment across our company. By utilizing solid project management techniques, we were able to deliver early on our initial cost assessment saving the organization time and money.

THE PROJECT RETURN ON INVESTMENT

Communication takes time and a plan

Provide an area for the team to be innovative

Be open to low technology innovative solutions

Do not wait to be told what to do, step up and be a leader

Break complex problems into smaller pieces to keep things moving forward

Meet with stakeholders often and keep them updated on progress or failure

MAIN LESSONS LEARNED FROM THE PROJECT

SPONSORED AND CREATED BY THE DANISH INDUSTRY FOUNDATION, AARHUS UNIVERSITY AND IMPLEMENT CONSULTING GROUP

WINNER OF THE INNOVATIVE IDEA IN PROJECT MANAGEMENT AWARD - 2018HALF DOUBLE

Project Half Double is a collaboration comprised by the Danish Industry Foundation, Implement Consulting Group and Aarhus University. Implement Consulting Group – a leading Scandinavian management consultancy with 850 employees – has been the originator and leader of the initiative in collaboration with Christina Sejr Pedersen and Aarhus University. The initiative is funded by the Danish Industry Foundation with 2 million USD.

ABOUT THE COMPANY

Project Half Double was initiated with a clear mission. We wanted to succeed in finding a project methodology that could increase the success rate of projects while increasing the speed at which we develop new products and services. We were convinced that we - by doing so - could strengthen Denmark's competitiveness and play an important role in the battle for jobs and future welfare.

The purpose of Project Half Double is to improve Danish industrial competitiveness by RADICALLY increasing the accuracy, pace and impact of the development and innovation activities carried out within the framework of projects. In other words, execute projects in half the time with double the impact, hence the name Project Half Double.

IMPACT

We have developed a new project management paradigm focusing on 3 core elements:

The methods and core elements are free for all to explore and use via the website of Half Double: https://www.projecthalfdouble.dk/en/metoden/

ABOUT THE PROJECT

FLOWFrom resource

optimization to flow optimization

LEADERSHIPFrom the management

of systems to the leadership of people

From the triple constraints to

focusing on impact

The project was led by Implement Consulting Group with direct report to the Danish Industry Foundation which provided the funding for the project.

Implement Consulting Group was responsible for driving community activities with 2.000 community members, development of the Half Double methodology, pilot project implementations with partners, development of a Half Double practitioner education program and broad communication.

Aarhus University was responsible for driving the research agenda reviewing pilot project results, acting as liaison with international thought leaders and contributing with publication of 7 international research papers about Half Double.


The project was executed in 2 phases. The first phase was focused on building the community, developing the methodology, apply and test the methodology in 7 pilot projects and design a Half Double practitioner education program. The second phase was focused on taken the community to the next level, adjust and prove the methodology in another 9 pilot projects, publish the Half Double book and diffuse the methodology to as many organizations as possible.



Responsible for driving community activities

2.000 COMMUNITY MEMBERS

Development of the Half Double methodology.

Pilot project implementations with partners.

Development of a Half Double practitioner education program and broad communication.

IMPLEMENT CONSULTING GROUP

Taking the community to the next level.

Adjust and prove the methodology in another

9 PILOT PROJECTS

Publish the Half Double book and diffuse the methodology to as many organizations as possible.

AARHUS UNIVERSITY

PROJECT PHASES

FIRST PHASE

SECOND PHASE

Design a Half Double practitioner education program.

Apply and test the methodology in

7 PILOT PROJECTS

Taking the community to the next level.

Adjust and prove the methodology in

Publish the Half Double book and diffuse the methodology to as many organizations as possible.

9 PILOT PROJECTS

Creating a rhythm in key events with a weekly status meeting between the key partners in the project has proven its worth in the execution of the project. Keeping a rigid rhythm in these meetings has mitigated a lot of issues and created strong trust between the partners in the project.

Getting partners to engage in pilot projects has been difficult. Making sure each project is sponsored by the executive level has turned out to be key to create sustainable results with a new way of working such as the Half Double methodology.

LESSONS LEARNED

The next step is to scale Half Double to the portfolio level and diffuse the methodology to the world.

WHAT IS NEXT

We invited hugely successful project managers, project directors and portfolio managers and let them describe how they made projects successful. Without using traditional tools or project jargon, we unlocked many conscious, but also many non-conscious habits, tacit knowledge and behaviors that made them successful.

The focus of the project has been on inventing an Agile Hybrid methodology - an agile method for all types of projects, not just software development. And relevant for all Project Managers. We focused on simplification of all the great things a project needs to do and boiled it down to 9 crucial actions a Project Manager and Project Owner need to focus on. We consider the usage and diffusion of the concept as important and aim to help Project Managers to focus on the 9 things that will create most impact in their projects.

We also wanted the methodology and how it is presented and taught to be novel. Most of the traditional concepts like PMI, IPMA and PRINCE2, are based on the assumptions of rationality. But this assumption doesn't take into account the complexity of projects, their unpredictability and human nature. We wanted the methodology to be light on prescriptive tools and processes, and heavy on suggestions and the possibility for local adaptions. While keeping it simple and doable.

We conceptualized this into the Half Double methodology and implemented them on a series of pilot projects to prove the effect of the methodology. The method impacted all areas of the project, but the goal was to reduce time to market and increase business impact.

The Half Double methodology is an entirely new methodology in Project Management. We did, however, extract concepts and ideas from the traditional project management toolbox and used learnings from SCRUM and agile methods that have proven to increase speed and agility.


STRONG FOCUS ON IMPACT AND STAKEHOLDER SATISFACTION

We boiled all their knowledge and experience down to three areas:

BROADER FOCUS ON PROJECT FLOW AND WEEKLY PROGRESSION Rather than long and thin projects with no intensity

A CLEAR FOCUS ON HIGH-LEVEL OWNERSHIP OF THE PROJECT Rather than just a normal product owner

Rather than solely working solutions (deliverables) AGILE METHODS SCRUM

TRADITIONAL PROJECT MANAGEMENT TOOLBOX

HALF DOUBLE METHODOLOGY

In our effort to collect the tacit knowledge of successful project managers, we have worked with over 2,000 practitioners in the realm of project management. We have created a website with all the knowledge gathered freely available to the community and the world of Project Management. We have published the Half Double book in an effort to spread the message across the world.

We defer to the scientific studies conducted to document the results. They can be found here: https://www.projecthalfdouble.dk/en/research/. Their main conclusion is quoted here: "Applying the Half Double Methodology can lead to an apparently higher impact from the pilot projects compared to comparable reference projects in the same organization".

9 out of the 13 pilot projects have created more impact than similar projects in the same organization. And 13 out of 15 pilot projects has fulfilled their success criteria. Compared to the 30% success rate of projects documented by the Standish Group in their global research the 70% success rate of Half Double projects (9 out of 13 comparable pilots are characterized as successfull) the methodology has proven its worth.


The Half Double methodology has been created with Impact, Flow and Leadership in mind (the 3 core elements of the methodology).

The project has been designed to create value in smaller bits and thereby reduce the time to impact. Very early we applied a prototype of the methodology to the first pilot project to test and adjust the efficiency of the concept. With multiple iterations of build, measure, learn the methodology was improved again and again in the first 7 pilot projects and tested with the community.

IMPACT

FLOW

LEADERSHIP

The project was setup in phases with an overall plan based on the impact solution design. A virtual co-location guides the multiple teams of consultants and research with weekly progression and each pilot project was executed in sprints with visual planning. Each community meeting and conference was planned and executed by a small and experienced team of consultants with insights to the community members.

All of this has of course required a strong leadership with a reflective and adaptive mindset as paramount in the approach. Constant improvement and change of the methodology, while making sure impact was created in each pilot project with 16 partners – as well as growing the community and keeping high stakeholder satisfaction – required intensive stakeholder management and collaborative leadership of multiple teams in parallel. A close relationship with biweekly meetings between the project owner and the project leader ensured a strong leadership team of the project.


Pilot projects have created more impact than similar projects

in the same organization

Pilot projects have fulfilledtheir success criteria

Comparable pilots arecharacterized as successfull

9/13

13/15

9/13

The Half Double methodology has a proven success rate of 70%. Confirmed by researchers from Aarhus University in 9 out of 13 pilot projects so far

1. Half Double methodology must be applied in the early stage of the project to reach full potential.

2. Managerial willingness to work differently is crucial for creating impact – the project cannot kill bureaucratic project governance and processes alone.

3. Local translation in a reflective practice is the key to make Half Double methodology work in each project where it is applied.

4. The Half Double methodology sweet spot is with transformation and innovation projects.

5. Half Double always leaves a remarkable footprint in the organisation – some change more than others.

To elaborate on these lessons learned please refer to below publication of the research team:https://www.projecthalfdouble.dk/en/research/download/Minipage_Section/368/high-level-research-findings-from-half-double.pdf

5 main learnings have been derived from working with the Half Double methodology and implementing new and agile ways of working in a project:

A short summary of the impact of Project Half Double is:



+50

9 out of 13

commercial Half Double projects have been delivered

+400 Half Double practitioners are now endorsed

+2,000members signed up and engaged in the Half Double community

END�TO�END PROJECT PORTFOLIO MANAGEMENT

WINNER OF THE INNOVATIVE IDEA IN PORTFOLIO MANAGEMENT AWARD - 2018

NESTLÉ BUSINESSSERVICES

Nestlé is the world’s largest food and beverages company. Being a global company, it combines global strategies with local engagement. Its success is built on trust, innovation and relevance. Across each of the categories, Nestle has earned its place in people’s lives through its brands and dedication to improving nutrition, health and wellness. It has won the right to stay there by offering life-enhancing products, services and experiences. To do so, it has to focus on capturing premiumization opportunities, offering affordable, high quality nutrition. It has to add value to the brands and products through meaningful differentiation and innovation.

Nestlé is dedicated to advancing nutrition, health, and wellness in a way that is sustainable and responsible. Through its portfolio of products and services, it offers people and their pets, tastier, healthier and convenient choices for all life stages at all times of the day.

In over 150 years, the portfolios have grown to cover almost every food and beverage category. Its most well-known brands are KitKat, Nescafé, Milo, Nestea, Nesquik, Maggi, Herta, Purina and Nespresso to name a few. It has many brands in the following categories: Baby foods, bottled water, cereals, chocolate and confectionery, coffee, culinary and cooking, chilled and frozen food, dairy, drinks, professional food service, health care nutrition, ice cream and petcare.

ABOUT THE COMPANY

It is a global portfolio with a value of 500 mCHF investments annually. It represents traditional IS/IT programs and projects, as well as organizational transformations and process improvement projects.

Portfolios are managed through a consistent End-to-End (E2E) governance model. Each E2E is led by Global Process Owners; the Functional business owner (e.g. Head of Purchasing for Source-to-Pay) and E2E Optimizer, from the Business Services organization. Both positions are at C level -1 with the overarching governance chaired by Nestlé Executive Board member. Global Process Owners are Project Portfolio Owners of their respective End-to-End. This joint ownership allows a “check and balance” of the portfolio and gives a holistic view into investments and its contribution to the Nestlé strategic objectives. The overall Portfolio is presented for discussion and approval to the Nestlé Executive Board.

The Programs and projects within the portfolio cover all Nestlé business processes and business units. They are divided into 11 portfolios, with 150 programs and 100 independent projects, with total of 1300 projects. Each of the portfolios is governed through the E2E governance model.

Source-to-Payi.e. Procurement, Accounts Payable, Responsible sourcing

i.e. Customer Service, Physical Logistics, Accounts Receivable, Sales operations

i.e. Human Resources

Order-to-Cash Hire-to-Retire

Report-to-Recordi.e. Finance functions, Facilities management

i.e. Planning, Forecasting, Production, Quality Management, Customer Planning and Management, Revenue Management

i.e. Product Development, Research and Development, Marketing

Plan-to-Execute

IS/ITi.e. integration/ separation projects

Mergers, Acquisitions and Divestitures

Idea-to-Launch

E-businessi.e. digital transformation

Business Analytics Data Management

Portfolio is divided into 11 subcategories:

ABOUT THE PROJECT

As a global organization a three-tiered governance structure was required to manage decisions at the Global, Regional and Market Levels.

The key to the governance structure is a clear understanding of responsibilities for what is delivered, how it is delivered, and where and when it is delivered.

Nestlé SA Executive board, where targets are set, Strategic Roadmap is approved and progress is reviewed.

Cross Portfolio Steering Committee for strategy development and operational execution of Strategic Roadmap.

Executive Steering Committee review and approval of project and resource priorities required to deliver the Strategic Roadmap.

End-to-End Steering Committees review design, development and execution of each End-to-End Roadmap.

GLOBAL LEVEL

Zone Steering Committees to validate the End-to-End Roadmaps have an impact on group financials.

Understand and CategorizeConfirm that the organization’s strategy is mapped to each project portfolioReview the project portfolio pipelineAlign projects and programs to business strategies and value driversPreliminary business cases are used to build the initial plan

Prioritize and BalanceCreate Project portfolio plan for next financial year following constraints of portfolio, region and market prioritiesConfirm business case quality by sign off from executive sponsor and finance

PlanConfirm cost and benefit targets for next year Confirm portfolio delivery plan for next yearCreate project portfolio delivery plan for next year


Considering Portfolio Management best practice the Portfolio Definition of Understand and Categorize, Prioritize and Balance, and Plan the following was completed.



Understanding your organizations strategic objectives are key. Mapping how these objectives are cascaded and measured within each portfolio will make this exercise much easier. For those portfolios who do not have this clearly defined, pre work will be needed in order to prepare for the strategic alignment sessions. Understanding the organizations objectives will allow you to challenge the projects and programs that do not align to these objectives, commonly referred to as “pet projects”.

There is no “right time” to start this type of activity. Prioritization and resource allocation can be difficult discussions to have within a portfolio, this becomes more complex when discussing across all portfolios. It is important to ensure that participants are in the room and are senior enough so that decisions can be taken as the portfolio is reviewed. Each decision has a knock on effect and this exercise would not be as effective if participants were consulting or waiting for authority to take decisions.

Strategic Alignment and Portfolio Planning timeline should be aligned to Financial Planning Cycle. Having targets set by an external body forces participants to take tough decisions in order to meet financial targets of the organization.

LESSONS LEARNED

The process has been proved we are now exploring ways to make the process digital to allow people to participate globally. Enhanced Reality and Virtual Reality are two potential solutions under investigation at the moment.

WHAT IS NEXT

REGIONAL LEVEL

Market Steering Committees to oversee the deployment of the Zone Roadmap in the markets.

MARKET LEVEL

One year ago we were challenged with lack of portfolio transparency; missing data on total spend vs benefit; and lack of a consolidated view across all company investments. While focused on building the transparency, the strategic alignment became a second and major challenge.Strategy alignment and focus across all programs and projects within a multidimensional corporation, across different business functions, business units and countries is not an easy task to do.By deciding to "Make it Real" with our senior stakeholders, it allowed us not only to align our multidimensional organization, but also bring the portfolio to their own reality, put it into context of their business strategies and objectives while making the whole exercise physical and fun.Actions taken included the establishment of a project portfolio process supported by business governance to build project portfolio transparency. To accomplish this, PMO capability building program was created.The approach of using visual methods and tools was the first of its kind, taking portfolio data and representing it in a physical way. It allowed participants to walk around Nestlé’s portfolio, pick up projects and programs and physically place them according to their strategic alignment. The use of casino chips representing a monetary value allowed participants to see a real cost of the program or project within their portfolio.Positive outcomes were realized after one portfolio cycle with improvements across portfolio metrics. The level of senior stakeholders' engagement was beyond any expectations. It helped us to put project portfolio management into the next maturity level and more important allow our initiatives to be very much strategy driven.It is not the first time Nestlé has tried to implement project portfolio management. Reviewing past attempts, it became clear that a key to success would be stakeholder engagement. To improve the level of engagement, the team decided to "Make it Real" for our stakeholders by using visual methods in the Project Portfolio Management process.Through redesign of overall project portfolio process, we came up with 2 milestones supported by number of workshops performed utilizing visual/design thinking.

In both cases, we have used physical boards, props (e.g. casino chips, trophies) and went through the process of alignment and prioritization on individual sub-portfolio level and then cross portfolio. The approach of using visual methods and tools was the first of its kind, taking portfolio data and representing it in a physical way. It allowed participants to walk around Nestlé’s portfolio, pick up

METHODS AND TOOLSThese 2 milestones were:

Prioritization and allocation of resources

Strategy alignment


projects and programs and physically place them according to their strategic alignment. Additionally the use of casino chips representing monetary value allowed participants to have a real visual on the cost of the program or project within their portfolio. This was initially seen as disruptive as this level of stakeholder had never before reviewed the portfolio as a whole, across all sub-portfolios. Discussions driving the alignment across sub-portfolios and questioning the value of projects in the portfolio was initially a challenge, but as we progressed participants became more comfortable using this completely new technique for portfolio management.

Since the establishment of the project portfolio management process, we have seen an improvement in portfolio metrics including the Key Performance Indicator for Projects Completed vs Started from -20% to +13%.

Previous average overspend on program investments was +40%, and after introduction of this process and stronger portfolio controls we are trending to the target of +/- 10%.

Additional opportunities have been realized through portfolio optimization a result of senior stakeholder engagement including Nestlé’s Executive Board. We now have full portfolio transparency, an optimized investment distribution, and alignment to corporate strategy.

Finally, P3M3 Maturity assessment improved by 20 basis point over previous year.


Key Performance Indicator forProjects Completed vs Started

P3M3 Maturity assessment improvement

-20% TO +13%

20 BASIS POINT

BUSINESS CASE

MANAGE PLAN

MANAGE PROGRESS

MANAGE QUALITY

STAKEHOLDER ENGAGEMENT

Business case was tested to see if the project is feasible and if the investment would be justified. Validation that strategy exists and is possible to map to each portfolio.

PMO group was organized to define the scope of the portfolio, structure the project and define the governance. The plan and timeline were defined with the constraints of our financial planning cycles.

Deliverables were tracked through the preparation of Programs and Projects within the portfolio, then the execution of Strategic Alignment Meetings and Prioritization Meetings. Performance Indicators focused on total budget for capitalized and operational projects and programs. Timelines were achieved as they were associated to the financial planning cycle.

As the primary input, the Project or Program business case data was reviewed by finance and program management office to ensure consistency across portfolios. The quality of the business cases improved iteratively throughout the process, after further review and scrutiny.

Participants were identified based on their role within the organization and decision making authority. The process was piloted with small group before moving ahead with the full organization which built stakeholder confidence.


Organizations Strategic Objectives must be defined and communicated.

Prepare participants to have open and honest discussions related strategy.

Align timeline for the process with Financial Planning Cycle.

The main investment of this project was resource based. In order to save the time of senior leaders, existing meetings were restructured to align to this process and in some cases was actually more efficient. No incremental costs were incurred.

Previous average overspend on program investments was +40%, and after introduction of this process and stronger portfolio controls we are trending to the target of +/- 10%.

Even a portfolio of moderate size will realize significant savings for the organization



32989 hbm stories of winners - hamdan bin mohammed award for innovation … · 2020. 1. 12. ·...

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