Download - 2.Standard Portfolio Project Management
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STANDARD PORTFOLIO PROJECT MANAGEMENT
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Portfolio Management Overview & Organization
• Portfolio Management Process– Strategy & Investment Alignment– Portfolio Component Management Life Cycle– Portfolio Management Process Cycle– Establishing Portfolio Management Process
• Portfolio Stake Holder Roles & Responsibility• Organizational Influence:– Organizational Culture– Economic Impact– Organizational Impact– Enterprise Environmental Factors
Specific unit organisasi masing-masing
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Portfolio Stakeholder
1. Executive Review Board
2. Portfolio Process Group
3. Portfolio Management Board
4. Portfolio Managers
5. Sponsors
6. Program Managers
7. Project Managers
8. Program/Project Management Office
9. Marketing Management
10. Operation Management
11. Engineering Management
12. Legal Management
13. Human Resources Management
14. Functional Management
15. Finance Management
16. Customers
17. Vendor & Business Partner
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Portfolio Management Process
• Portfolio Process Management Interaction• Portfolio Management Process Group• Aligning Process• Monitoring Controlling Process
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Portfolio Management Knowledge Area
• Portfolio Governance1. Identify Components
2. Categorize Components
3. Evaluate Components
4. Select Components
5. Prioritize Component
• Portfolio Risk Management1. Identify Portfolio Risk
2. Analyze Portfolio Risk
3. Develop Portfolio Risk Register
4. Monitor & Control Portfolio Risk
6. Balance Portfolio Adjustment 7. Authorize Components 8. Review & Report Portfolio Performance 9. Monitor Business Strategy Changes10.Communicate Portfolio Adjustment
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Process & Knowledge Area
Portfolio Management Process GroupProcess
Knowledge AreaAligning Process Group Monitoring & Control Process Group
PortfolioGovernance
Identify Components (4.1) Review & Report Portfolio Performance(4.9)
Categorize Components (4.2) Monitor Business Strategy Change (4.10)
Evaluate Components (4.3) Communicate Portfolio adjustment (4.7)
Select Components (4.4)
Prioritize Components (4.5)
Balance Portfolio (4.6)
Authorize Components (4.8)
Portfolio RiskManagement
Identify Portfolio Risk (5.1) Monitor Control Portfolio Risk (5.4)
Analyze Portfolio risks (5.2)
Develop Portfolio Risk Responses (5.3)
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Project Portfolio Management Process
Current Strategic Plan:• Goals
definitions & Categories• Key
Performance Criteria
Capacity Definition
Analyse Portfolio Risk
Identify Portfolio Risk
Sellect Components
Evaluate Components
Categorize Components
Identify Components
Communicae Portfolio
Adjustment
Authorize Components
Balance Portfolio
Develop Portfolio Risk responses
Proritize Components
Monitor Business Strategy Changes
Review & Report Portfolio
Performance
Monitor & Control Portfolio
Risk
Conmponent Execution and
Reporting
Strategic Planning Process output: Current Strategic
PlanAligning Process Group Monitorin &
Controlling Process Componet Procees
Sigficance Change
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Aligning Process Group
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Identify Components
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Identify Components
• Evaluating ongoing components and new components proposal against pre-determined portfolio and component definitions and related key descriptions
• Projectting components that do not fit within the predetermined definition(s),and
• Calssifiying identified components into predefined calsses, such as project, program, portfolio and other works
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Identify Components- (Governance)
• Strategic plan
• Component definition
• Component key descriptions
• Inventory of all existing components
• New component proposals
• Documentation of all inventoried components based on key descriptors
• Comparison of all inventoried components with component definition
• Identification of components
• Expert judgment
• List of components
• Key descriptions for each component
• List of rejected components
Input Tools and technique Out puts
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Component Register
• Project ID number• Project/Program Name• Business case• Brief Scope• Strategic Objective to meet• Key Deleiverables• Estmated Duration• Estimated Cost• Resources Needed• Risk Aseesment
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Categorize Components
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Categorize components
• Identify relevants strategic categorize relevant components based on the strategic plan
• Comparing identified to the categorization criteria, and
• Grouping each components into only one category
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Categorize Components- (Governance)
• List of components • Key descriptors for each component• Category definitions
• Categorization of components • Expert judgment
• List of categorized components
Inputs Tools and technique Out puts
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Evaluate Components
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Evaluate Components
• Evaluating components with scoring model comprising weighed key criteria
• Producing graphical representations to facilitate decision making in the selection process, and
• Making recomendations for selection process
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Evaluate Components- (Governance)
• Strategic plan • List of categorized
components • Key descriptors for
each component
• Scoring model comprising weighted key criteria
• Graphical representations.
• Expert judgment
• List of evaluated components
• Value score for each component
• Graphical representations
• Evaluation process recommendations
Tools and techniqueInputs Out puts
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Evaluation Checks
• Still meet objectives?• Have risk exceed the plan?• Still aligned with strategic obejctives/• Cost?• Any unnecessary featured added?• Resources effectiveness?• Dependency with other project?• Conflicts between components?• Any Redundancy?
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Ranks
• Strategic Value• Ease of Implementation• Market needs• Financial benefit (ROI,IRR)• Cost• Resources Capacity
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SELECT COMPONENT
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Select Components
• Comparing components to selection criteria• Selecting components based on the evaluation
results, and• Producing a list of components for
prioritization
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Select Components- (Governance)
Strategic plan List of evaluated
components Value score for each
component Graphical
representations Organizational
resources Evaluation process
recommendations
• Human resource capacity analyses
• Financial capacity analyses
• Asset capacity analyses
• Expert judgment
• List categorized, evaluated, selected and rejected components
• Selection process recommendations
Inputs Tools and techniques Out puts
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Select Component
• Memilih proyek dimana organisasi mampu melaksanakan dilihat dari kapasitas dan kapabilitas sumberdaya organisasi, sumberdaya manusia, keuangan dan sarana
• Selanjutnya proyek-proyek yang dipilih dilakukan proses prioritasi
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Concept or Needs
Identified
Sponsor Prepare
Business case
Review Proposal against
Prequalification
Submit Proposal to PMO
Ranking
Project Selection
Appeal & Sign off by GC
PPM Selection and Ranking Criteria
PMO Review
Prequalification Template
Prequalification Current
Tactical PlanStrategic Planning Process
Project Charter
Initiate Project
TracK ProjectPerformance
PMO Review
Delay or Terminate
Select PPM Tools
Change to PMO
PPM Process Defined
PPM Executive Charter
PPM OrganizationGovernance Council
BucketsRisk
Standard
Financial
Resources
If Rejected by PMO
OtherPropos
al
Select Integrated
Tools
Proposal Process Ranking and Selection
Prequalification Standards
Strategic Tactical Planning
Develop PPM Process On Going
Periodic
One time
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Identify Portfolio Risk
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Identify Portfolio Risk
• Structural Risks• Components Risks• Overall Risks
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Identify Portfolio Risks-(Risk)
• Enterprise environmental factors
• List of categorized, evaluated, and selected portfolio components
• Organizational process assets
• Portfolio management plan
• Escalated component risks
• Documentation reviews
• Information gathering techniques
• Checklist analysis • Assumptions analysis • Diagramming
techniques
• Portfolio risk register
Inputs Tools and technique Out put
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Analyse Portfolio Risk
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Analyse Portfolio Risk
• Prioritizing identified Portfolio Risk
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Analyze Portfolio Risks-(Risk)
• Portfolio risk register • Portfolio
management plan
• Risk probability and impact assessment
• Risk combining and modeling techniques
Tools and technique
• Portfolio risk register updates
• Portfolio risk exposure charts
Inputs Out put
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Prioritizing Components
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Prioritizing Components
• Confirming the classification of components in accordance with pre determined strategic categories
• Assigning scoring and weighted criteria for ranking components –against what?, and
• Determining which components should recieve highest priority –against strategic goals? within portfolio
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Prioritize Components- (Governance)
• List of selected components
• Selection process recommendations
• Weighted ranking • Scoring techniques• Expert judgment
• List of prioritized components within each strategic category
• Supporting documents to prioritized component list
• Inputs• Tools and
technique• Out puts
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Single Criterion Model
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Multiple Criteria
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Develop Portfolio Risk Response
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Develop Portfolio Risk Response• Identified risk, their description, their causes, area(s) of the portfolio
(component, etc)• Risk owners and assigned responsibilities• Outputs from Analysed Portfolio Risk process, including lists of portfolio
risks and probabilistik analysis;• Specific actions to implement the chosen response strategy along with
the identification of designated risk response owner• Symptoms and warning of the risk occurence• Budget and schedule components required for implementation the
chosen responses• Contingency reserves of time and cost designed to provide for
stakeholders’ risk tolerances• Contingency plans and triggers for their execution
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Develop Portfolio Risk Responses-(Risk)
• Portfolio management plan
• Portfolio risk register• List of prioritized
components within each strategic category
• Response strategic selection
• Scenario analysis
• List of prioritized components within each strategic category
• Supporting documents to prioritized component list
Inputs Tools and technique Out puts
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Portfolio Balancing
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Balance Portfolio
• Adding new components that have been selected and prioritize for authorization
• Identifying components that are not authorized on the review process; and
• Identifying components to be suspended, reprioritized, or terminated on the review process
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Balance Portfolio (Governance)
• List of prioritized components within each strategic category
• Portfolio management criteria
• Portfolio management performance metrics
• Capacity constraints • Portfolio rebalancing
recommendations from reporting and review
• Portfolio risk register
• Cost benefit analysis • Quantitative analysis • Scenario analysis • Probability analysis • Graphical analytical
methods • Expert judgment
• List of approved portfolio components
• Master list updates• Approved portfolio
component allocation updates
Inputs
Tools and techniques
Out puts
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Balancing
• Purpose of Portfolio?• Resources: Capacity vs demand?• Current vs Future?• Maximum value to business?• Allocation of critical Resources?• Resources & Project aligned with company’s
objective?• Any redundancies?• Any immediate reaction needed: accelerate,
hold, maintain, or cancel?
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Portfolio Balancing using indicators
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Portfolio Balancing Menggunakan Kategori Strategi dan BU yang ditargetkan
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Communicate Portfolio Adjustment
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Communicate Portfolio Adjustment
• Communicating portfolio decisions to key stakehoders, both for components included in and those excluded from portfolio
• Acquiring stakeholders with the communications paln which may include review cycle, time lines etc; and
• Communicating expected and actual portfolio results, identifying variances and corrective action
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Communication Portfolio Adjustment- (Governance)
• New criteria • Strategic plan update• Portfolio reporting and
review outputs • Organizational process
assets • Stakeholder
expectations and requirements
• Communication requirements analysis
• Portfolio management roles and responsibilities document
• Portfolio management communication plan
• Portfolio communications
• Tools and techniques
• Inputs • Out puts
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Authorize Components
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Authorize Components
• Authorizing selected components, deactivating, terminating components of the portfolio
• Allocating resources to execute selected portfolio components
• Reallocating budegt and resources from deactivated and terminated components and
• Communicating expected results (e.g. Review cyccle, tiemline performance metrics, and required deliverables) for each selected components
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Authorize Components- (Governance)
• List of approved portfolio components
• Component funding requirements
• Component resources requirements
• List of deactivated and terminated components
• Portfolio management roles and responsibilities document
• Portfolio management communication plan
• Portfolio authorization process
• Additions to the active component inventory
• Component expectations updates
• Approved component resource allocations and expectations
• Excluded components • Portfolio milestone
Inputs Tools and techniques Out puts
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Monitoring and Controlling Process Group
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Monitor & Control Portfolio Risk
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Monitor & Control Portfolio Risk
• Keeping track of the identified risk including those on the watch list
• Monitoring trigger conditions and, as necessary, invoking the corresponding contingency plans
• Monitoring residual risk• Reanalysing existing risk• Tracking changes in the stakeholder
community• Reviewing the execution of risk responses
while simulatneously evaluating their effectiveness and
• Identifying, analyszing and planning for newly arising risks
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Monitor Control Portfolio Risk –(Risk)
• Portfolio management plan
• Portfolio risk register • Strategic goal
achievement reporting • Component data
• Portfolio risk audits • Variance and trend
analysis • Status meetings• Portfolio risk
reassessment
• Portfolio change requester
• Portfolio risk register updates
• Organizational process assets
• Inputs• Tools and
techniques• Out put
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Review and Report Portfolio Performance-
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Review and Report Portfolio Performance
• Review components sponsorship, accountability, and other ownership criteria against organizational governance standards
• Review component priorities, dependencies, scope, expected returen, risk, financial performance against portofolio control criteria adn organizational value and investment criteria
• Reviewing expected impact of business forecats, resource utilization, and capacity constraint on portfolio performance
• Determine whether to continue with, add to, or terminate specific compnents or to reprioritize and realign with the strategic goals
• Making recomendation and/or providing direction to component management and
• Proposing changes to how portfolio is managed (as needed)
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Review and Report Portfolio Performance- (Governance)
• Component data• Resource allocation
and capacity data• Environmental
constraints • Organizational
governance standards, controls, and constraints
• Evaluations and selection criteria
• Key performance indicators (KPIs) updates
• Strategic goals and strategy
• Portfolio management criteria
• Project / portfolio management system
• Financial reporting systems
• Performance measurement techniques
• Graphical representations
• Portfolio management resources
• Portfolio management performance variance / alert techniques
• Directives regarding components
• Portfolio rebalancing recommendations
• Recommendations to business
• Refined selection criteria • Key performance
indicators (KPIs) updates • Strategic goal
achievement reporting
• Inputs • Tools and technique
• Out put
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Monitor Business Strategy Changes-
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Monitor Business Strategy Changes- (Governance)
• Portfolio reporting and review
• Strategic plan update
• Expert judgment • Criteria re-weighting • Graphical
representations
• New criteria
Inputs Tools and Technique Out put
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Scope
Change
Leadership
Success
Management
Monitoring
Planning
Edisi 1