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HOUSTON, TX, USA | 5–8 NOVEMBER 2017
#PMOSym
PMO17BR317
The EPMO Role in Achieving the UN's Sustainable Development Goals (SDGs)
Don Kingsberry, Head of Project Management Centre of Excellence
WHO, CEO PM Global Leaders
The EPMO Role in Achieving the UN's Sustainable
Development Goals (SDGs) – AGENDA
1. World hunger - Why this matters – My name is … Video
2. Learning objectives review
3. United Nations Millennium Development Goals (MDGs) 2000 to 2015
4. United Nations Sustainable Development Goals (SDGs) 2015 to 2030
5. World Health Organization role – SDG # 3
6. The Checklist Manifesto
7. EPMO role
8. Portfolio management
9. Enterprise PPM systems benefit
10. Successes from working together
11. Your action plan
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“WORLD HUNGER”
• Often during a complex or challenging project, the sponsor or the
project manager expresses the idea that the effort isn’t that
complex, nor should it be that hard, by exclaiming;
“We are not trying to solve world hunger!”
• But during my work at the Gates Foundation and at the World
Health Organization, that is actually what we are trying to do!
“We ARE trying to solve world hunger!”
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The EPMO Role in Achieving the UN's Sustainable
Development Goals (SDGs)
LEARNING OBJECTIVES
1. Understand the UN Millennium Development Goals (MDGs – 2000 to
2015) and achievements, and learn about the new Sustainable
Development Goals (SDGs – 2015 to 2030)
2. Understand where to begin to correctly build a value-added, sustainable
EPMO function
3. Examine why enterprise-wide project portfolio management is critical to an
organization’s success, and in linking strategy and SDGs to execution
4. Explore key activities of an enterprise-level PMO and the SDGs
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MILLENNIUM DEVELOPMENT GOALS (MDGS)
6
2000 – 2015: Millennium Declaration, eight goals adopted by 189 countries of United Nations, General Assembly
SUSTAINABLE DEVELOPMENT GOALS
7
2016 – 2030: 17 "Global Goals" with 169 targets adopted by the United Nations 193 Member States
LET’S DISCUSS: What role do the SDGs have in your
organizations?
• Did anyone see Apple’s most recent product announcement?
• What did Apple discuss that related to the SDGs?
• How could a focus on the SDGs help UBER?
• How can your organization contribute to the SDGs, & should it?
• How can the SDGs help your organization?
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WORLD HEALTH ORGANIZATION ROLE IN THE SDGs
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WHO’S DEFINITION OF HEALTH
“The mission of WHO is the attainment by
all peoples of the highest possible level of
health.”
“Health is a state of complete physical,
mental and social well-being and not merely
the absence of disease or infirmity.”
Source: WHO’s Constitution
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• Avoidable failures continue to plague us in almost every realm of
organized activity
• Volume and complexity of knowledge today has exceeded our
ability as individuals to properly deliver it to people—consistently,
correctly, safely
• Two types of errors – errors of ignorance (mistakes we make
because we don't know enough), and errors of ineptitude (mistakes
we made because we don’t make proper use of what we know)
• Failure in modern world is really about the second of these errors
• Experts need checklists—literally—written guides that walk through
the key steps in any complex process
• Safe surgery checklist, applied around the world, with staggering
success
12
PROJECT MANAGEMENT & CHECKLISTS
CRITICAL FOR 21st CENTURY
Partnering to deliver added value from project and portfolio management efforts
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Why this? Why now?
• Organizational health survey feedback re: change overload
• Increased number of projects/programs
• Increased complexity/interdependence of work
• Need to do more with flat headcount
• Focus on collaboration and complexity reduction – The A, B, Cs
Getting it right!
• Establish a service mindset
• Recognize at least two distinct customers for the EPMO
EPMO – START BY GATHERING THE VOICE OF THE
CUSTOMER (VOC)
Establishing, developing, managing & improving
our PPM approach, processes, tools and
practices including change management
Increase speed, quality, probability of success and net
impact of our projects
Ensure right projects are done (portfolio mgmt.), & the projects
are done right to achieve planned outcomes (project mgmt.)
• Project & portfolio management (PPM) excellence that truly enables
the work of the organization to achieve greater global impact
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EPMO CHARTER: VISION, MISSION, PURPOSE, OBJECTIVES
Vision
Mission
Purpose
Objectives
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EPMO Project Portfolio Core Data Elements: 3:00 a.m. List
* If the project has changed significantly since last review, fields should also be updated, e.g., if the size of change impact or roles impacted has changed
Project Information
1. Project name/brief description
2. Program (if part of a larger program)
3. Planned/actual start/finish date (project finish date is
when all activities are complete and change is adopted)
4. Tier (I, II, III, IV)
5. Project status (White, Red, Yellow, Green, Blue, Gray,
Black)
6. Issues/risks (required if status is Red/Yellow)
7. Next major project milestone
8. Key decisions/help if needed and when
9. Overall percent complete
10. Alignment to strategy and SDG impact
11. Business process impact (APQC process classification)
12. Project primary benefit
13. Cross-functional dependencies and brief description
14. Value and risk index scores
15. Resources required - # of FTE and contingent workers
16. Sponsor/owner/project manager
17. Sponsoring business unit or function
18. Contributes to organization-wide goals
19. Org. units most impacted by change
20. Start/end date of change impact
21. Size of change impact
22. Change audience by role
23. Estimated project cost (by year)/spend vs. forecast
Only eight bold items require updating for portfolio review and analysis
The EPMO enables an enterprise-wide project portfolio management process for all projects
Portfolio management is the key EPMO activity that contributes to advancement of the UN’s SDGs
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• A comprehensive and transparent view of the organization’s project work, enabling better decisions about trade-offs,
strategic and SDG alignment, project selection, prioritization, sequencing and resource allocation
• Operations leaders have to commit to ongoing governance through quarterly reviews
PROJECT PORTFOLIO MANAGEMENT
* See Tier and Status definitions in Appendix, slides 16-17
TABLEAUClick on Tableau button to go to
Enterprise Heat map
ENTERPRISE PROJECT PORTFOLIO ANALYSIS APPROACH
Prioritize Defer or Eliminate
Below Line
2016/To be
Planned
2015
In Plan
Above Line
• Legal/regulatory
compliance or
mandated projects
• Tier I projects
• On-going work
• Carry-over committed to
complete
• Higher value SDG
impact, Lower Risk
initiatives
• Planned projects
– Not yet started
– Not part of a program
• Lower SDG value,
Higher Risk initiatives
• Concurrent highly
dependent efforts
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18
Org
an
izati
on
al
Valu
e
Low
Val
ue
Hig
h V
alu
eAbility to Execute Successfully
High Risk Low Risk
Portfolio owners apply prioritization criteria to
their respective projects to inform trade-offs:
selection, prioritization, sequencing
Score projects on SDG benefit and risk
criteria – identify projects that are low
risk/high value (to move forward for
consideration) and those that need
further vetting
Identify primary customer benefit and
project type to understand project’s
contribution to the portfolio
Identify cost and resource demands as
well as critical dependencies and linkage
to SLAs
EPMO PROJECT PRIORITIZATION APPROACH
Scenario definition:
X # Projects @ $xM
• High benefit/risk score,
where criteria is weighted
for SDG program impact,
efficiency and effectiveness
• Primary customer value of
“Enables Program Impact”
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Implications:
• Focused on work that
would most benefit SDG
programs
• x started projects would
stop
• Leaves $xM room for …
36%
57%
7%
Project Type
Run/Operate Transform/Grow Mandate
3
13
8
2
12
1
Cost/Resource Optimization
Efficiency/Effectiveness Gains
Enables Program Impact
Expands/Improves Geographical Presence
Improves Grantee Partner Experience
Mandatory/Compliance
Risk Reduction
Primary Customer Benefit
SCENARIO-BASED PORTFOLIO ANALYTICS
ENTERPRISE PROJECT & PORTFOLIO MANAGEMENT
SYSTEM (PPM) – PROCESS OVERVIEW
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Project Initiation
Project Plan
Project Closure
Project Control
Methodology
Best PracticesPortfolio Impact on CSR/SDGs
Project Management
Progress Tracking
Change, Risk & Issue Management
Project Evaluation
Process Improvement
Resource Planning
Project Scheduling
Project Scope
Portfolio Impact
Plans all visible
in central DB
Enables Collaboration
PROJECT & PORTFOLIO MANAGEMENT SYSTEM
• Ensure project/investment activity is aligned with organizational priorities & strategic
objectives including CSR and the SDGs
– Confirm project alignment with organization priorities
– Eliminate duplication of efforts and ensure the focus is on the most critically important projects
• Establish a consistent approach and appropriate rigor in portfolio management
– Allow sequencing of projects to better manage change impacts
– Efficiently manage resource constraints, regulatory requirements and contractors
• Evaluate project and program progress and strive for continuous improvement
– Understand and share the progress and status of the projects in a consistent process
– Leverage lessons learned and process improvements across the entire enterprise, not just one department
• The lives of people in poor countries will improve faster in the next 15 years than at any other time
in history—and their lives will improve more than anyone else’s
THE BREAKTHROUGHS
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BILL GATES’ BIG BET FOR THE FUTURE
AFRICA WILL BE ABLE
TO FEED ITSELF
CHILD DEATHS WILL
GO DOWN BY HALF,
AND MORE DISEASES
WILL BE ERADICATED THAN EVER BEFORE
HEALTH FARMINGBETTER SOFTWARE
WILL REVOLUTIONIZE
LEARNING
MOBILE BANKING WILL
HELP THE POOR
RADICALLY TRANSFORMTHEIR LIVES
BANKING EDUCATION
• What are your organization’s big bets, and how could they be impacted by the SDGs?
New markets, new opportunities?
Thanks to better seeds for farmers, new
drugs, and greater access to vaccines for
children, the percentage of people living
in extreme poverty has dropped by half
since 1990.
• In a little more than two decades, the
percentage of people living in
extreme poverty (surviving on less
than US$1.25 per day) has fallen
from about 40% to about 20%.
During that period (1990-2010), more
than 700 million people have lifted
themselves out of extreme poverty
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ENDING EXTREME POVERTY
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IMMUNIZATION COVERAGE RISING
Sources: Global Health Observatory & World Health Organization
0
Perc
enta
ge o
f im
muniz
ation r
ate
25
50
75
100
1980 1985 1990 2000 2005 20101995
• Over the past three decades, growing numbers of children have received the diphtheria-tetanus-pertussis vaccine, which
guards against three deadly diseases and is a strong indicator of overall vaccine coverage
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CHILDHOOD DEATHS DECLINING WORLDWIDE
5M
10M
15M
20M
20121960 1965 1970 1980 1985 1990 1995 2000 20101975 2005
20 million
6.6 million
Source: The World Bank
• A combination of vaccines, malaria prevention, and improved newborn health care has helped
reduce under-five child mortality globally since 1960
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THE LAST PERCENT
Sources: World Health Organization & Global Polio Eradication InitiativeTotal Global Cases Total India Cases *As of 12/27/2013
20112000 2001 2002 2004 2005 2006 2007 2008 20102003 2009
0
2012
Num
bers
of cases
500
1,000
1,500
2,000
India reports zero cases
2013*
• The number of polio cases dropped by 99% from 1988 to 2000. India, once home to the majority of
polio cases, has been polio free since 2011, thanks to innovative approaches to eradication
Over the last 50 years, better seeds
and farming techniques have saved a
billion people from starvation and
helped double food production
What is the “World Hunger” issue at
your organization?
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SOLVING/ENDING WORLD HUNGER
ACTION PLAN
• Based on our learning objectives, potential next steps:
– Next week: voice of your customers, Stakeholder Analysis
– Next 90 days: develop a Results Tracker for SDG impact
– Next 12 months: conduct Portfolio Review, linked to Strategic
Objectives and CSR/SDG goals
• Include the potential impact of your projects on the SDGs; no
matter what business you are in, tie to your CSR goals
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CONTACT INFORMATION:
Don Kingsberry
President & CEO, PM Global Leaders, Head of Project
Management Centre of Excellence at WHO
• www.pmglobal.org
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