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Corporate Support PPSO Gez Keating, Serco Plc AGENDA Portfolio Management Role of Corporate PPSO Processes Where to Start Benefits Portfolio Management Business Planning Portfolio Management Execution Management Business Benefits Strategic Initiatives Reporting & Evaluation Prioritisation & Selection Delivery Realisation Common Questions Is our project portfolio aligned with the business needs? Can we take on this programme? How long will it take? What will it cost? Are we meeting our commitments? What is the most important project in the organisation? Which programme should we do first? Is there an opportunity to finish the project early? Does the business unit know this? What will be the impact if we miss our next milestone? Are we at risk of not achieving our financial targets for the year? If we get more resources can we do more projects? Corporate PPSO Processes Reporting Investment Management Governance Programme Assurance Risk Management Quality Management Resource Management Methods Centre of Excellence Interfaces Board Assurance HR Benefits Resourcing Benefits Risks Corporate PPSO Dashboard Reporting Investment Status Risks Operations Finance Delivery Status Programmes Programme types Strategy Business performance measures Single Vision Relevance, benefits contribution Unconnected Projects Service type measures Define, capture and report Portfolio Measures % of projects in each RAG status Forecast Benefits for 2005 Portfolio 0.9 40,000,000 0.8 35,000,000 0.7 30,000,000 0.6 25,000,000 0.5 20,000,000 0.4 15,000,000 0.3 10,000,000 0.2 5,000,000 0.1 0 0 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05 Feb-05 Sep- Oct- Nov- Dec- Jan- Feb04 04 04 04 05 05 Customer Satisfaction Ratings 5 4 3 2 1 0 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05 Feb-05 Investment Management Ownership of Innovation process Investment costs, benefits and risks summary Co-ordination of investment boards Communication and Change control Governance Interface corporate governance with that of Programmes and Project Organising sponsorship and training sponsors Keep senior management involved in the execution of the portfolio Programme Assurance Operate a central independent assurance team Represent stakeholders Assurance that benefits and drawbacks are acceptable Administer Gateway processes Risk Management Risk Management Plan Types of risk Strategic, Programme, Project, Operational Categories of risk Technical, Political, Stakeholder, Financial Standards for Exposure Ownership of ‘typical risks’ register against each category Active monitoring of portfolio risks Quality Management External Quality Corporate Quality Accreditation Audits 3rd Party Audits Programme / Project Assurance Best Practice Lessons Learnt Programme Governance Project Governance Peer Review Individual Solution Integrity Departmental/ Corporate Audits Management of Programmes and Projects Resource Management Manage resource groups, skills and current/future assignments Get the best resourcing solutions Broker between departments Maximise resource utilisation Methods Centre of Excellence Methodology design Custodian for experiences Communication of best practice Skill experts How to get started Identify your best people Programme, project ‘experts’ They must be full-time Be clear on common causes of failure within the organisation Careful selling – it will make many people very nervous! Identify measures of success Corporate PPSO Functions Corporate PPSO Programme Assurance Service Improvement Programme& ProjectMethods Resource Management Investment Management RiskManagement Communications Benefits of Corporate PPSO Reduced Project Failures Lower costs, greater returns Projects completed faster Increased team productivity Improved end product Questions?