Enterprise Project Portfolio Management – Open talk

Montserrat GUARDIA GUELL – Software Engineering Services Director,

Group IT

Barcelona, November 5th, 2015

EPPM– Open Talk, Barcelona Nov 5th, 2015

Technip 2008

3VIDEO

Doing the Right Thing

Trusting the Team

Encouraging a Fair Return for All

Building the Future

Introduction

6

Our primary motivator

Take-it-further - Our Values

EPPM– Open Talk, Barcelona Nov 5th, 2015

Innovation is about discovery

4

BE ACTIVE

on Gathering & Generating Ideas

EPPM– Open Talk, Barcelona Nov 5th, 2015

5

ENSURE

In all locations ideas can

be formalized

Diversity sparks innovation

Subsea

Offshore

Onshore

EPPM– Open Talk, Barcelona Nov 5th, 2015

GARANTEE

Share ideas & onpassed to

the next maturity step

across all group as

necessary6

Trusting the team A “speak-up culture” and open leadership styles

EPPM– Open Talk, Barcelona Nov 5th, 2015

A “speak-up culture” and open leadership stylesFunnel model? Take it further

7

MATURE

idea towards GATE ZERO

EPPM– Open Talk, Barcelona Nov 5th, 2015

Is link to Group long term strategy ?

Are we focus on the right thematics?

Are the Roles and resources clearly identified?

Monitor

13

Can we follow-up after

launching?

9

Is just a Pure

Techno Push

without end user

thinking?

Monitor

Priorization

EPPM – Open Talk, Barcelona Nov 5th, 2015

10

People from different galaxies… …in a place that is different

We could imagine that When in Comes to manage several projects

WHAT WE NEED …

The Formula

EPPM– Open Talk, Barcelona Nov 5th, 2015

11

Is, us, people…

( but the people )

…in places not so different

But all that is needed is …

The Formula

EPPM– Open Talk, Barcelona Nov 5th, 2015

Skills

A degree of cultural change

State of mind

Communication

Enablers

Resources -Competencies

The Formula

17 EPPM– Open Talk, Barcelona Nov 5th, 2015

13

The Key

EPPM– Open Talk, Barcelona Nov 5th, 2015

Enterprise Project Portfolio Management (EPPM) is the practice of

taking a top-down approach to managing all project-intensive work and

resources across the enterprise.

This contrasts with the traditional approach of combining manual

processes, desktop project tools, and PPM applications for each

project portfolio environment.

Enterprise Portfolio Project Management

17 EPPM– Open Talk, Barcelona Nov 5th, 2015

When, What & Why?

In the early 2000s, many PPM vendors realized that project portfolio reporting services only addressed part of a wider need for PPM in the marketplace.

Another more senior audience had emerged, sitting at management and executive levels above detailed work execution and schedule management, who required a greater focus on process improvement and ensuring the viability of the portfolio in line with overall strategic objectives.

In addition, as the size, scope, complexity, and geographical spread of organizations’ project portfolios continued to grow, greater visibility was needed of project work across the enterprise, allied to improved resource utilization and capacity planning.

17 EPPM– Open Talk, Barcelona Nov 5th, 2015

Project Portfolio Management (PPM) is the centralized

management of the processes, methods, and technologies used

by PROJECT MANAGERS and PROJECT MANAGEMENT

OFFICES (PMOs) to :

(1) analyze and collectively manage

(2) current or proposed projects

(3) based on numerous key characteristics

The objectives of PPM are to :

(1) determine the optimal resource mix for delivery

(2) schedule activities to best achieve an organization’s

operational and financial goals

(3) while honoring constraints imposed by customers, strategic

objectives, or external real-world factors.

What?

17 EPPM– Open Talk, Barcelona Nov 5th, 2015

Key aims of Enterprise Project Portfolio Management

&

Project Portfolio Optimization

17 EPPM– Open Talk, Barcelona Nov 5th, 2015

A) Prioritize the right projects and

programs:

1) guide decision-makers

2) to strategically prioritize,

3) plan,

4) and control

5) ensures the organization

6) continues to

7) increase productivity

8) and on-time delivery - adding

value,

9) strengthening performance,

10)and improving results

What for?

B ) Eliminate surprises :

1) oversight provides managers and executives 2) with a process to identify potential problems earlier in the project lifecycle,3) and the visibility to take corrective action before they impact financial results.

C) Build contingencies into the overall portfolio:

1) flexibility often exists within individual projects but, by integrating

contingency planning across the entire portfolio of investments, organizations

can have greater flexibility around how, where, and when they need to

allocate resources, alongside the flexibility to adjust those resources in

response to a crisis

What for?

D ) Maintain response flexibility:

1) with in-depth visibility into resource allocation, organizations can quickly

respond to escalating emergencies by maneuvering resources from other

activities,

2) while calculating the impact this will have on the wider business.

E) Do more with less: For organizations to systematically review project

management processes while cutting out inefficiencies and automating those

workflows and to ensure a consistent approach to all projects, programs, and

portfolios while reducing costs.

F) Ensure informed decisions and governance: by bringing together all project

collaborators, data points, and processes in a single, integrated solution, a

unified view of project, program, and portfolio status can be achieved within a

framework of rigorous control and governance to ensure all projects consistently

adhere to business objectives.

What for?

G) Extend best practice enterprise-wide: organizations can continuously vet

project management processes and capture best practices, providing efficiency

as a result.

H) Understand future resource needs: by aligning the right resources to the

right projects at the right time, organizations can ensure individual resources are

fully leveraged and requirements are clearly understood.

What for?

The key to successful operation is to be able to move from

drawing board to business benefit

- «the Successful

Exploitation of a New

Idea» E. von Hippel,

Harvard, MIT

The Key

What the users “desire”?

What is possible with technology?

What is viable in the marketplace?

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XXI Century - > the next generation

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25

Caption of the photo

Slide with several visuals

Conclusion of the slide

Thank you

VIDEO17 EPPM– Open Talk, Barcelona Nov 5th, 2015