Project Portfolio Management
Business Priorities Presentation
Agenda
Business Drivers / Challenges
Demonstration
Business Capabilities
Summary and Next Steps
Business Context
70 percent of projects
fail to meet schedule,
cost, and quality goals
Gartner
50 percent of projects
are delivered over
budget
Gartner
Fewer than 40 percent
of projects met
business objectives one
year after initiation
KPMG
80 percent of IT
organizations are
putting processes in
place to improve
alignment
Forrester
Business Drivers
Align investments with business strategy
Measure corporate performance
Manage the costs of projects and programs
Optimize resource allocation across the
organization
Maximize productivity of individuals working
on projects
Challenges
Business
Challenges
Select project proposals that have the
highest value
Execute projects effectively
Collaborate and manage project work
Have the right people for the right job
at the right time
Optimize investment return vs. cost
Choose investments objectively instead
of subjectively
IT
Challenges
Track time spent on managed work
Provide meaningful reports on business
initiatives
Alleviate management concern over
complexity and high cost of IT
Prove the business value of IT projects
Solution Support
A solution should help…
…by providing the ability to
ALIGN INVESTMENTS WITH
BUSINESS STRATEGY
Define, prioritize, and communicate the actual business strategy
Consistently evaluate, rank, and rate competing investment requests
Ensure investments are properly aligned with business strategy
MEASURE CORPORATE
PERFORMANCE
Use key performance indicators (KPIs) for corrective actions
Use early indicators of project performance to support decision making
Provide better visibility into and control of risk factors and issues
MANAGE THE COSTS OF
PROJECTS AND PROGRAMS
Predict financial performance
Gain visibility into work efforts across business units
Optimize initiatives to increase productivity with fewer resources
OPTIMIZE RESOURCE
ALLOCATION ACROSS THE
ORGANIZATION
Build a skills inventory
Effectively allocate resources
Track resource performance
MAXIMIZE PRODUCTIVITY
OF INDIVIDUALS WORKING
ON PROJECTS
Share and find project artifacts
Ensure project leaders communicate clear objectives about work
performance
Agenda
Business Drivers / Challenges
Demonstration
Business Capabilities
Summary and Next Steps
Demo
[ Insert Demo Title ]
Agenda
Business Drivers / Challenges
Demonstration
Business Capabilities
Summary and Next Steps
Solution’s Business Drivers
ALIGN INVESTMENTS WITH BUSINESS STRATEGY
MEASURE CORPORATE
PERFORMANCE
MANAGE THE COSTS OF
PROJECTS AND PROGRAMS
MAXIMIZE PRODUCTIVITY OF
INDIVIDUALS WORKING ON
PROJECTS
OPTIMIZE RESOURCE
ALLOCATION ACROSS THE
ORGANIZATION
Sophistication of the Solution
ALIGN INVESTMENTS WITH BUSINESS STRATEGY
MAXIMIZE PRODUCTIVITY OF
INDIVIDUALS WORKING ON
PROJECTS
MEASURE CORPORATE
PERFORMANCE
OPTIMIZE RESOURCE
ALLOCATION ACROSS THE
ORGANIZATION
MANAGE THE COSTS OF
PROJECTS AND PROGRAMS
Phase 1
Provides basic support for the most
critical elements of the business
driver
Phase 2
Provides adequate, typical support for
critical and priority elements of the
business driver
Phase 3
Provides thorough, streamlined
support for the business driver
that enables differentiated levels of
performance
Range of Business Capabilities
Business Driver: Align investments with business strategy
Phase 1
Communicate business strategy
effectively by using diagrams,
charts, and written descriptions,
and then collect, update, and
manage initiative requests and
related information
Collect project investment
requests and establish a system to
rank and assess them
Prove investment worth by
defending investment positioning
Phase 2
Phase 3
Collect and objectively prioritize
business drivers, and then drive
consensus among executives
Provide organizational control
and action according to business
strategy
Identify and select project
investment requests by scoring
that is aligned with business
drivers
Enable a rationalized approach to
choose which investments have
the highest return and alignment
to business strategy
Select investments based on
rational decisions rather than
emotions
Enhance the business value of the
portfolio, to ensure that the mix
of investments aligns to
established business strategy
Range of Business Capabilities
Business Driver: Measure corporate performance
Phase 1
Report corporate effectiveness or
failure
Get early performance
information regarding projects
Identify and collect information
about project risks and issues
Phase 2
Make KPIs and underlying
performance data available
organization-wide
Make better decisions by
standardizing work effort
reporting
Identify and fix problems at a
project level by using risk
mitigation
Phase 3
Automate action on trends, alerts,
and performance
Transmit work effort to LOB and
financial systems, pull metrics
from financial systems, and
combine the results in a
comprehensive corporate
reporting portal
Build tools to support a
comprehensive risk management
program
Range of Business Capabilities
Business Driver: Manage the costs of projects and programs
Phase 1
Measure financial performance
per project
Maintain a list of projects that is
distributed to executives across
the organization
Track organization-wide budget
performance
Phase 2
Phase 3
Track financial performance
consistently across all projects and
initiatives
Ensure that project financial data
automatically flows into and from
financial systems
Eliminate duplicate work effort by
making work performed and the
results more visible
Reduce effort on low-value
projects and programs
Select investments based on
prioritized business value and
budget
Plan demand-management
scenarios and make informed
decisions about outsourcing
Range of Business Capabilities
Business Driver: Optimize resource allocation across the organization
Phase 1
Assess capacity vs. demand on a
skill level
Assign resources as they're
needed without formal processes
Track resource performance per
project manually
Phase 2
Find the right people based on
matching their skills, identify
optimal project start dates, and
assess when to delay projects
Select the right resource based on
skill set and availability, make
resource assignments centrally
visible, and communicate
effectively with resources
Automate resource tracking
Phase 3
Understand organizational
capabilities across work
management scenarios, make
headcount and outsourcing
decisions, and normalize
capabilities decisions from
multiple sources
Make smart scheduling decisions
about the planning horizon based
on forecasted projects and
programs
Plan demand-management
scenarios and make informed
decisions about outsourcing
Range of Business Capabilities
Business Driver: Maximize productivity of individuals working on projects
Phase 1
Phase 2
Increase worker productivity and
the consistency of deliverables
Collectively create, find, and store
project artifacts in real time
Enable project teams to
understand a basic schedule and
deadlines for work assignments
Ensure that project schedules and
deadlines are enforced
Phase 3
Improve cross-team collaboration
Provide a single interface to enter
time information, and
automatically post employee work
data in billing systems
Agenda
Business Drivers / Challenges
Demonstration
Business Capabilities
Summary and Next Steps
Potential Business Benefits
Optimize the portfolio of initiatives to maximize
business value
Enable highly efficient and productive project teams
Save time and money executing projects
Standardize investment procedures, rules, and plans
Next Steps
Discuss your priorities with IT
Map to systems requirements
Understand what can be leveraged
Develop a high-level road map for deploying integrated
capabilities
Translate back into business capabilities enabled/supported
Review the proposed business capability road
map
© 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.
The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions,
it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO
WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.