![Page 1: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/1.jpg)
https://www.linkedin.com/in/bertkips/
PM²-PPM Project Portfolio Management
Bert KIPS CoEPM² Senior Management Consultant
![Page 2: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/2.jpg)
PM² - Project Portfolio Management
Bert KIPS 2
What?
Why?
Who?
How?
![Page 3: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/3.jpg)
What is a Portfolio?
Speaker's name 3
A collection of projects, programmes and other work to
• achieve better control over financial and other resources
• facilitate effective management to meet strategic objectives
![Page 4: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/4.jpg)
What is Portfolio Management?
Speaker's name 4
Connect strategy to implementation through:
• Selecting the right investments
• Ensuring adequate organisational capacity
• Support decision-making and optimisation
![Page 5: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/5.jpg)
What is PM²-PPM?
Speaker's name 5
Processes
Roles
Artefacts
![Page 6: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/6.jpg)
Why Project Portfolio Management?
Bert KIPS 6
Enabler for strategy implementation and good project management
• Link projects to strategic objectives
• Build discipline into the project
evaluation and selection process
• Minimise risks and optimise resources across programmes and projects
• Report portfolio performance and benefits based on accurate, comparable data.
![Page 7: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/7.jpg)
PM²-PPM Mindsets
Connect implementation challenges with strategy
formulation
See PPM as an enabler and not just as another layer of control and bureaucracy.
Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects
which produce the desired results.
Don't confuse functional roles and authority with portfolio management
responsibility and goals.
Promote a project orientation.
Provide strategic direction and support to the
programme and project layers.
Provide accurate and comparable information for
decision making
Comprise portfolios and authorise projects only after
considering capacity constraints, capability and
skills
![Page 8: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/8.jpg)
PM²-PPM Processes
![Page 9: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/9.jpg)
PM²-PPM Context
![Page 10: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/10.jpg)
PM²-PPM Context
Bert KIPS 10
Programme & Project Management
Portfolio Realisation
Stakeholder Management & Communication
Portfolio Framework Definition
Po
rtfo
lio C
om
po
sitio
n
ClosingExecutingPlanning
Monitor & Control
Initiating
![Page 11: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/11.jpg)
PM²-PPM Process Model
Bert KIPS 11
![Page 12: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/12.jpg)
Process - Portfolio Framework Definition
Bert KIPS 12
Goal : Define how portfolio
management will be
performed in the
organisation
![Page 13: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/13.jpg)
Process - Portfolio Composition
Bert KIPS 13
Goal : Evaluate project candidates,
take investment decisions
and allocate resources
![Page 14: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/14.jpg)
Activity: Identify projects
Bert KIPS 14
• Identifying all existent and proposed programmes/projects that are candidates to a portfolio
Goal
• Document all project candidates
• Compare using pre-defined criteria
• Identify relationships amongst candidates
• List all candidates that are fit to be considered
Guidelines
• Project Initiation Request (PM2 Artefact)
Tools & techniques
![Page 15: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/15.jpg)
Activity: Evaluate projects
Bert KIPS 15
• Evaluation of potential portfolio elements based on pre-defined scoring model allowing for comparison.
Goal
• Evaluate each candidate versus portfolio selection criteria
• Score each candidate
• Evaluate each business case
• Create overall portfolio view
• Summarise and capture evaluation results
Guidelines
• Value ASsessment Tool (VAST)
• SWOT Analysis
• Cost Benefit Analysis
Tools & techniques
![Page 16: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/16.jpg)
Value Assessment Tool
![Page 17: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/17.jpg)
Activity: Plan portfolio capacity
Bert KIPS 17
• Determine the organisation's capacity in terms of funding, resources and other assets.
Goal
• Evaluate availability of funds
• Analyse workload and competencies
• Estimate current and upcoming demand of project assets
• Develop Portfolio Resources Capacity Plan
Guidelines
• Portfolio Repository
• What-if Scenario Analysis
• Human Resource Capacity Analysis
Tools & techniques
![Page 18: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/18.jpg)
Activity: Prioritise projects
Bert KIPS 18
• Obtain a prioritised list of initiatives as a proposal for authorisation
Goal
• Rank initiatives based on evaluation scoring
• Refine prioritization based on deadlines, dependencies, risk, etc.
• Propose portfolio funding & allocation based on prioritization
Guidelines
• Project Prioritisation Matrix
• Value versus Complexity Matrix
• Scenario Analysis
• Bubble diagram
Tools & techniques
![Page 19: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/19.jpg)
Prioritisation Matrix
Bert KIPS 19
Evaluation Criteria
Weight
Project 1 Project 2 Project 3 Project 4 Project 5
<Criterion 1>
<Criterion 2>
<Criterion 3>
<Criterion 4>
Score 100%
Ranking 2 1 3
![Page 20: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/20.jpg)
-8
-6
-4
-2
0
2
4
6
8
-10 -5 0 5 10Val
ue
Risk
Step 2: Create the chart
Identify which two data values will be the main indicators, determining
the bubble location.
The third, less important value determines the
bubble's size.
Step 1: Gather the data
identify the data points that you want to display
(e.g. projects)
Select the 3 values per data point (e.g. value,
risk, cost)
Bubble Diagram
![Page 21: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/21.jpg)
Activity: Approve portfolio composition
Bert KIPS 21
• To approve the allocation of funds and resources based on recommendations of the Portfolio Management.
Goal
• Request programmes/projects approval and funding allocation
• Decide about programmes/projects
• Update Portfolio Repository considering decisions
• Communicate decisions to portfolio stakeholders
• Communicate expected results, stage-gates reviews and metrics for each active portfolio:
Guidelines
• -
Tools & techniques
![Page 22: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/22.jpg)
Process - Portfolio Composition
Bert KIPS 22
![Page 23: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/23.jpg)
Process - Portfolio Realisation
Bert KIPS 23
Goal : Realise strategic objectives
through effective
management
![Page 24: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/24.jpg)
Activity: Manage risks
Bert KIPS 24
• Systematic assessment and management of risks, to provide assurance with regard to the achievement of the portfolio objectives.
Goal
• Identify portfolio risk
• Assess portfolio risk
• Develop portfolio risk response
• Monitor and evaluate portfolio risks
• Communicate
Guidelines
• Risk Log (PM2 Artefact)
Tools & techniques
![Page 25: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/25.jpg)
Activity: Manage benefits
Bert KIPS 25
• To determine if the optimal value is obtained from the current mix of investments and to proactively act upon any decrease of portfolio performance or deviation from the objectives
Goal
• Gather necessary data
• Evaluate & track the realisation of the benefits
• Remediate significant deviations
• Inform stakeholders
Guidelines
• Benefit Tracking Table
Tools & techniques
![Page 26: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/26.jpg)
Benefit tracking table
Bert KIPS 26
Benefit Benefit Owner
KPI Baseline Target
Target Date Actual
<Benefit 1>
<Benefit 2>
<Benefit 3>
Benefit the measurable improvement from change, which is perceived as positive by one or more stakeholders, and which contributes to organisational objectives.
![Page 27: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/27.jpg)
Activity: Manage change
Bert KIPS 27
• Deal with escalated changes and changes in the portfolio external environment
Goal
• Scan for changes in the portfolio environment
• Identify escalated changes
• Recommend changes and coordinate implementation
• Use Portfolio Change Log
• Inform management of the portfolio changes
• Monitor portfolio change implementation
Guidelines
• PESTEL analysis
• Change Log (PM2 Artefact)
Tools & techniques
![Page 28: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/28.jpg)
PESTEL analysis
Bert KIPS 28
![Page 29: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/29.jpg)
Activity: Monitor & Control
Bert KIPS 29
• Review portfolio performance and deviation from objectives. Propose adjustments to re-align with the strategy.
Goal
• Collect information from current programmes/projects
• Provide accurate view of portfolio performance
• Analyse deviations and recommend adjustments
• Communicate decisions taken
• Review portfolio metric and targets regularly
Guidelines
• Portfolio Dashboard
• Portfolio Decision Log (PM2 Artefact)
Tools & techniques
![Page 30: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/30.jpg)
Activity: Report portfolio performance
Bert KIPS 30
• Provide adequate information to Senior Management to support strategic decision-making
Goal
• Identify portfolio information to be reported
• Agree on the frequency, content, format and granularity of the reports
• Produce and send out the portfolio reports
Guidelines
• Portfolio Analysis Report
• Communication Plan (PM2 Artefact)
Tools & techniques
![Page 31: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/31.jpg)
Process - Portfolio Realisation
Bert KIPS 31
![Page 32: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/32.jpg)
Process - Stakeholder Mgt & Comm.
Bert KIPS 32
Goal : Managing stakeholders
expectations and develop
a consistent way of
communication
Involve the portfolio stakeholders, discover their needs and assure the portfolio realises the intended benefits.
Manage portfolio
stakeholders Assure that the portfolio stakeholders will receive the information they need at the time they need it.
Perform communication
activities
![Page 33: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/33.jpg)
PM²-PPM Roles
![Page 34: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/34.jpg)
Portfolio Governance
Bert KIPS 34
Strategy Governance
Pro
ject
Su
pp
ort
Off
ice
Portfolio Directing Group
Portfolio Steering Committee
Portfolio Manager
Programmes
Projects
Po
rtfo
lio
Sup
po
rt O
ffic
e
• Highest authority • Framework • Investment decisions
• Investments proposal • Delivery • Benefits
Portfolio
Layer
![Page 35: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/35.jpg)
Portfolio Governance
Bert KIPS 35
Portfolio Directing Group (PfDG)
Portfolio Managers
Portfolio Manager
- Chair - Other
Portfolio Steering Committee (PfSC)
Programme Representatives
Project Representatives
Portfolio Manager
- Chair -
Other
Po
rtfo
lio S
up
po
rt O
ffic
e (
PfS
O)
Portfolio Manager • Coordinates activities • Project request appraisals • Optimise resources • Reporting
Programme Representatives • Programme Owner / Manager Project Representatives • Project Owner / Manager Other • advisors from finance, HR, architecture, …
PfSO • Centralised, consolidated view • Facilitate decision making
![Page 36: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/36.jpg)
Responsibilities
Bert KIPS 36
Pf. Directing Group • Ultimate authority
regarding PPM in the organisation
• Accountable for effective implementation of portfolio management
• Provide leadership & direction to composition and delivery of portfolios
• Address dependencies and conflicts between portfolios
Pf. Steering Committee • Responsible for efficient
portfolio delivery
• Propose portfolio composition for approval
• Monitor and optimise use of portfolio resources
• Monitor benefits realisation
Pf. Support Office • Support all portfolio
management activities
• Provide a centralised and consolidated view to facilitate decision-making
![Page 37: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/37.jpg)
PM²-PPM Artefacts
![Page 38: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/38.jpg)
PM²-PPM Artefacts
Bert KIPS 38
Portfolio Handbook
Project Initiation Request
Project Initiation Request
Meetings Agendas and MOMs Business Case
Portfolio Analysis Report
Portfolio Repository
Portfolio Communication
Plan
Portfolio Stakeholder Matrix
Portfolio Logs
![Page 39: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/39.jpg)
Summary
Bert KIPS 39
WHAT ? WHY ? HOW ? WHO ?
![Page 40: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/40.jpg)
PM² - Project Portfolio Management
Bert KIPS 40
![Page 41: PM²-PPM · Use PPM to minimize the "implementation gap", ensuring strategies are translated into projects which produce the desired results. Don't confuse functional roles and authority](https://reader033.vdocuments.us/reader033/viewer/2022050405/5f82fb346ac2cf52fd63d1e0/html5/thumbnails/41.jpg)
Bert KIPS 41