SpendItNow awayday
SpendItNow awayday
Project, Programme and Portfolio Management
Jason Sherunkle
Project, programme and portfolio
management - definitions
Projects and programmes are similar in that they are unique,
transient endeavours, undertaken to achieve planned objectives.
The key distinguishing factor between a project and a programme
is the complexity of the scope.
Programmes typically include:
transformation: taking project outputs and managing change within
business-as-usual so that outputs deliver benefits;
benefits management: defining, quantifying, measuring and
monitoring benefits.
Portfolios are different in that they are collections of projects and
programmes whose objectives may be independent or related at
a strategic level.
Standard and structured portfolios
A ‘standard portfolio’ comprises a set of independent
projects and/or programmes. The main objective of co-
ordinating a standard portfolio is to ensure that the
component projects and programmes are managed in
a consistently effective way.
A ‘structured portfolio’ comprises a set of projects
and/or programmes that are united by a set of
common strategic objectives.
Delivering
a strategic vision
State of the
business
Strategic vision
List project and
programme
contenders
Select and
prioritise
Deliver projects
and programmes
Manage change
Realise benefits
Portfolio
management
Embedded
beneficial change
Supportive environment
Benefits map
Integrated
voice and data
Faster Internet
communications
Direct sales
Just-in-time
stock control
Smaller
inventory
Lower currency
management
costs
Multi-currency
accounting
Real time
dealer support
24 hour
call centre
On-line
purchasing
Higher
profits
Increased
turnover
Reduced
cost of sale
Improved
cash flow
Greater dealer
satisfaction
Higher
market share
Greater market
awareness
Greater
investor
awareness
e-
commerce
IT
infrastructu
re
Top twenty
manufacturer
Successful
listing
Warehouse
facilities
Supply chain
system
Projects
Outcomes
Programme
benefits
Corporate
objectives
Key
From vision to projects
Strategy
Programme 3
Project 1
Project 2
Project 3
Programme 3
Programme 3
Portfolio
From vision to projects
Strategy
Stores operation
programme
E-Trolley pilot
project
Project 2
Project 3
Stores building
programme
Purchasing
programme
Portfolio
From vision to projects
Strategy
Stores
operation
programme
Stores building
programme
Purchasing
programme
Portfolio
From vision to projects
Strategy
Stores operation
programme
E-Trolley pilot
project
Upgrade supply
chain
Update in-store
systems
Stores building
programme
Purchasing
programme
Portfolio
Close stores
Expanded food
range
New white goods
range
New clothing
range
Land acquisition
Refurbishment
projects
New store
projects
Programme, project, and portfolio management involve unique and transient endeavors aimed at achieving planned objectives. While projects and programmes share similarities, portfolios differ as collections of projects and programmes with independent or strategically related objectives. Learn about standard and structured portfolios, delivering a strategic vision, key project outcomes, and progressing from vision to projects.
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Presentation Transcript
SpendItNow awayday Project, Programme and Portfolio Management Jason Sherunkle
Project, programme and portfolio management - definitions Projects and programmes are similar in that they are unique, transient endeavours, undertaken to achieve planned objectives. The key distinguishing factor between a project and a programme is the complexity of the scope. Programmes typically include: transformation: taking project outputs and managing change within business-as-usual so that outputs deliver benefits; benefits management: defining, quantifying, measuring and monitoring benefits. Portfolios are different in that they are collections of projects and programmes whose objectives may be independent or related at a strategic level.
Standard and structured portfolios A standard portfolio comprises a set of independent projects and/or programmes. The main objective of co- ordinating a standard portfolio is to ensure that the component projects and programmes are managed in a consistently effective way. A structured portfolio comprises a set of projects and/or programmes that are united by a set of common strategic objectives.
Delivering a strategic vision State of the business Strategic vision List project and programme contenders Portfolio management Select and prioritise Embedded beneficial change Deliver projects and programmes Realise benefits Manage change Supportive environment
Key Projects Outcomes Programme benefits Corporate objectives Benefits map IT infrastructu re Multi-currency accounting Lower currency management costs 24 hour call centre Integrated voice and data Faster Internet communications Real time dealer support Greater dealer satisfaction Direct sales On-line purchasing e- commerce Higher market share Greater market awareness Increased turnover Reduced cost of sale Supply chain system Higher profits Smaller inventory Greater investor awareness Improved cash flow Just-in-time stock control Top twenty manufacturer Successful listing Warehouse facilities
From vision to projects Strategy Portfolio Programme 3 Programme 3 Programme 3 Project 1 Project 2 Project 3
From vision to projects Strategy Portfolio Stores building programme Purchasing programme Stores operation programme E-Trolley pilot project Project 2 Project 3
From vision to projects Strategy Portfolio Stores operation programme Stores building programme Purchasing programme
From vision to projects Strategy Portfolio Stores building programme Purchasing programme Stores operation programme New clothing range E-Trolley pilot project Land acquisition New store projects Upgrade supply chain Expanded food range New white goods range Update in-store systems Refurbishment projects Close stores
