the state of enterprise program management
TRANSCRIPT
THE SILVESTRI GROUP
STATE OF EPPM
The Performance Paradox
Thomas Silvestri
3/2/2016
THE SILVESTRI GROUP | Thomas Silvestri, Managing Partner | 3600 N Lake Shore Drive #2608, Chicago, IL. 60613 | [email protected] | www.thomassilvestri.com
The State of EPPM The Performance Paradox
“52 percent of government strategic initiatives meet their original goals and business intent. And just over a third of government agencies report that they fully understand the value of project management” ~2012 MIT Sloan Management
WHY IS EPPM GOVERNANCE?
Enterprise governance is a set of responsibilities and practices exercised by the board and executive management with the goal of providing strategic direction, ensuring that objectives are achieved, ascertaining that risks are managed appropriately and verifying that the enterprise’s resources are used responsibly. Increasingly, top management is realizing the significant impact that information technology (IT) can have on the success of the enterprise. Management hopes for heightened understanding of the way IT is operated and the likelihood of its being leveraged successfully for competitive advantage.
ORGANIZATION GOALS AND OBJECTIVES
Respond quickly to changing project and market conditions Deal effectively with the increasing complexity of projects and technology environments Deliver ROI, without unnecessary rework or waste
Course correct or cancel failing projects in a timely manner Optimize resource utilization and grow the best project talent Replicate successful projects Simplify and accelerate project planning and delivery Work productively and socially Monitor project and task information anywhere, anytime with mobile support Fully automate cross-functional business processes Optimize project-related cash flows
EPPM PORTFOLIO ASSUMPTIONS
At what level of the organization will PPM be utilized – Departmental, Divisional, Corporate How will oversight of the portfolio be governed and who will be accountable for the
accuracy of data within the portfolio What is the perceived value of the portfolio by varying levels of the organization Does the business owner of the portfolio have the authority to determine and insure
compliance to business processes that support the portfolio Where does the expertise lie within your organization in developing a Project Portfolio
solution
THE SILVESTRI GROUP | Thomas Silvestri, Managing Partner | 3600 N Lake Shore Drive #2608, Chicago, IL. 60613 | [email protected] | www.thomassilvestri.com
EPPM – THE FOUR IMPLEMENTATION STRATEGIES
TACTICAL - Focus on key oversight areas and challenges PROGRESSIVE - Focus on phased PMO Implementation PROCEDURAL - Focus on full-fledged PMO Implementation STRATEGIC - Focus on PMO Governance with Business Objectives Alignment