項(xiàng)目經(jīng)理教程第二周

ProjectManagement

2.PortfolioManagementWeek2ProjectselectionandportfoliomanagementProjectselectionandportfoliomanagementProjectselectionandportfoliomanagementWhataretheinputsthatcausetheprojectprocesstobegin?UnitObjectivesImplementITprojectplanningandselectiontechniquesAppreciatetheimportanceofprojectportfoliomanagementStrategicPlanningIdentifyingITProjectsProjectProposalsProjectSelectionMethodsApplyingaSelectionModelProjectSelectionProjectSuccessStrategicPlanningIdentifyingITProjectsProjectProposalsProjectSelectionMethodsApplyingaSelectionModelProjectSelectionProjectSuccessButfirstAssignment1Assignment1“Writeaprojectplan〞Assignment1“Writeaprojectplan〞Topic:Week3researchskills/Dalton.htmBacktotheprogramme…StrategicPlanningStrategicPlanningWhatisstrategy?Howdoprojectsrelatetostrategy?Strategy2Strategy1Strategy3Strategy4OrganisationMissionMoneyCustomersEfficiencyandEffectivenessAdaptability5ForcesanalysisSupplierpowerCustomerpowerThreatofNewEntrantsSubstitutesIntensityofcompetitionMichaelPorter’s‘5Forces’–1980’sbusinessmodeltemplateVALUEPROPOSITIONCOSTSTRUCTURECUSTOMERRELATIONSHIPTARGETCUSTOMERDISTRIBUTIONCHANNELVALUECONFIGURATIONCORECAPABILITIESPARTNERNETWORKREVENUESTREAMSINFRASTRUCTURECUSTOMEROFFERFINANCEOsterwalder’sBusinessModelframework2006

ProcessefficiencyScorecardCustomersatisfactionFinancialLearningandinnovationBalancedScorecardKaplan&Norton(1994?)HBRKaplan&Norton(1998?)HBR

StrategyMapStrategy2Strategy1Strategy3Strategy4OrganisationMissionMoneyCustomersEfficiencyandEffectivenessAdaptabilityStrategicManagementOverviewInvolvesdetermininglong-termobjectives,predictingfuturetrends,andprojectingtheneedfornewproductsandservicesProvidesthethemeandfocusofthefuturedirectionforthefirmrespondtochangeallocatingscarceresourcesRequiresstronglinksamongmission,goals,objectives,strategy,andimplementation

Set(SMART)GoalsReviewMissionDevelopStrategiesImplementStrategiesthroughprojectsAlignStrategiestogoalsSet(SMART)GoalsReviewMissionDevelopStrategiesImplementStrategiesthroughprojectsAlignStrategiestogoalsSWOTAnalysisSWOT=SITUATIONALANALYSISWherearewenow?STWOSTWOPositiveNegativeSTWOInternalExternalSTWOInternalExternalPositiveNegativeSTWOInternalExternalPositiveNegativeSet(SMART)GoalsReviewMissionDevelopStrategiesImplementStrategiesthroughprojectsAlignStrategiestogoals:///wiki/SMART_(project_management)SSpecificMMeasurableAAchievableRRelevantTTime-boundLetterMajorTermMinorTermsSSpecificSignificant[3],Stretching[3],SimpleMMeasurableMeaningful[3],Motivational[3],ManageableAAchievableAgreed,Attainable[6],Assignable[2],Appropriate,Actionable,Action-oriented[3]RRelevantRealistic[2],Results/Results-focused/Results-oriented[6],Resourced[7],Rewarding[3]TTime-boundTimeframed[2],Timed,Time-based,Timeboxed,Timely[6][5],Timebound,Time-Specific,Timetabled,TrackableE[1]Exciting,Evaluated,EthicalR[1]Recorded,Rewarding,Reviewed[8]:///wiki/SMART_(project_management)Examplesof“notsmart〞goals?Set(SMART)GoalsReviewMissionDevelopStrategiesImplementStrategiesthroughprojectsAlignStrategiestogoalsSet(SMART)GoalsReviewMissionDevelopStrategiesImplementStrategiesthroughprojectsAlignStrategiestogoalsOrganisationMissionMoneyCustomersEfficiencyandEffectivenessAdaptabilityStrategy2Strategy1Strategy3Strategy4Set(SMART)GoalsReviewMissionDevelopStrategiesImplementStrategiesthroughprojectsAlignStrategiestogoalsOrganisationMissionMoneyCustomersEfficiencyandEffectivenessAdaptabilityprojectsprojectsprojectsprojectsStrategy2Strategy1Strategy3Strategy4Whatarethegoalsoftheprojects?Figure2.1StrategicManagementProcess

(Gray&Larson,2006,p25)projectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsPPPMProjectProgrammePortfolioManagementThe‘O’isforOrganisationalOPM3ProgrammeOPM3PortfolioProjectsProjectsProgrammePortfolioProjectProgrammeProjectProjectProjectsProjectProjectProjectsProjectProjectProjectsOnePortfolioorSeveral?CategoriesApproachestoprojectportfoliomanagementOnePortfolioorSeveral?CategoriesVenture:ProjectsthattransformthebusinessGrowth:ProjectsthatgrowrevenueormarketshareCore:ProjectsthathelprunthebusinessWhatarethebenefitsofProjectPortfolioManagement?BenefitsofProjectPortfolioManagementBuildsdisciplineintoprojectselectionprocessLinksprojectselectiontostrategicmetricsPrioritizesprojectproposalsacrossacommonsetofcriteria,ratherthanonpoliticsoremotionAllocatesresourcestoprojectsthatalignwithstrategicdirectionBalancesriskacrossallprojectsProblemswithProjectPortfolioManagementDifferentviewsfromseniormanagementonwhat(andhow)shouldbedoneCompetition(&effectiveutilisation)forresourcesHowtoSeniorManagementInputprovideguidanceinselectingcriteriathatarealignedwiththeorganization’sgoalsdecidehowtobalanceavailableresourcesamongcurrentprojectsThePriorityTeamResponsibilitiespublishthepriorityofeveryprojectensureselectionprocessistransparentre-assesstheorganization’sgoals/prioritiesevaluatetheprogressofcurrentprojectsFigure2.8Sampleprojectportfolioapproach

(Schwalbe,2005,p51)Figure1.5Projectmanagementcomparedtoprojectportfoliomanagement

(Schwalbe,2005,p15)MoneyCustomersEfficiencyandEffectivenessAdaptabilityprojectsprojectsprojectsprojectsprojectsprogrammeprojectsprojectsprojectsprojectsprogrammeprojectsStrategy2Strategy1Strategy3Strategy4OrganisationMissionProgrammeprojectsprojectsprogrammeShorttermMidtermLongtermprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsStrategy2Strategy1Strategy3Strategy4OrganisationMissionprojectsprojectsprojectsprojects:///search?q=strategyprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsprojectsStrategy2Strategy1Strategy3Strategy4OrganisationMissionprojectsprojectsprojectsprojectsIdentifyingITProjectsIdentifyingITProjectsManyorganizationsfollowaplanningprocessforselectingITprojectswhichisalignedwithbusinessstrategyResearchshows:SupportingbusinessobjectivesisthenumberonereasonforinvestinginITprojectsUseofITstandardslowersdevelopment

costsby41percentperuser(CosgroveWare,2002)Figure2.1PyramidfortheProjectSelectionProcess

(Schwalbe,2005,p35)ProjectProposalsMostbusinessunitshaveastrategicplanWhichSHOULDalignwiththeorganisation’sstrategicplanWhichSHOULDalignwiththeorganisation’sstrategicplanSolicitationofProjectProposalsWithintheorganizationRequestforproposal(RFP)fromexternalsources(contractorsandvendors)Whenrankingproposals,consider;DisciplineAccountabilityResponsibilityConstraintsReducedflexibilityLossofpowerProjectInitiationformsFigure2.4BRiskAnalysis

(Gray&Larson,2006,p39)Figure2.4AMajorProjectProposal

(Gray&Larson,2006,p38)ProjectInitiationformsFigure2.4BRiskAnalysis

(Gray&Larson,2006,p39)Figure2.4AMajorProjectProposal

(Gray&Larson,2006,p38)ProjectSelectionMethodsNotallprojectproposalsmakeittoinitiationEveryprojectideaisn’tprogressed.Why?TimeMoneyFocusMethodsforselectingprojectsinclude:FocusingonbroadorganizationalneedsCategorizingITprojectsFinancialanalysisUsingaweightedscoringmodelbalancedscorecardStrategymappingFocusingonBroadOrganizationalNeeds

E.g.Non-financial,butimportantbenefitsThreeimportantcriteria:needfortheprojectfundsavailablefortheprojectwilltomaketheprojectsucceedCategorizingITProjects

Doestheprojectprovidesaresponseto:aproblemanopportunityadirectiveThetimeanddateofexpectedcompletionTheoverallpriorityoftheprojectFinancialAnalysis$$$NetPresentValuePaybackmodelReturnonInvestment(therearemore)FinancialAnalysis$$$NetPresentValuePaybackmodelReturnonInvestment(therearemore)NetPresentValueNetPresentValue(NPV)ModelUsesmanagement’sminimumdesiredrate-of-return(discountrate)tocomputethepresentvalueofallnetcashinflowspositiveNPV:theprojectmeetstheminimumdesiredrateofreturnandiseligibleforfurtherconsiderationnegativeNPV:projectisrejectedNetPresentValue(NPV)Modelcont’d…NPVCalculationsdetermineestimatedcosts/benefitsforthelifeoftheprojectandproductsitproducesdeterminediscountrate(askorganization)calculatetheNPVsomeorganizationsconsidertheinvestmentyearasyear0,othersconsiderityear1someorganizationsentercostsasnegativenumbers,othersdonot(askorganization)Example:CP829_Lecture_Week2_NPV.xlsTimetoStopandturntoanewpresentationpackPaybackmodelFigure4.1ChartingthePaybackPeriod

(Schwalbe,2006,p129)MeasuresthetimeitwilltaketorecovertheprojectinvestmentShorterpaybacksaremoredesirablePaybackoccurswhencumulativediscountedbenefitsandcostsaregreaterthanzeroLimitationsofpayback:ignoresthetimevalueofmoneyassumescashinflowsforinvestmentperiodonlydoesnotconsiderprofitabilityReturnonInvestmentReturnonInvestment(ROI)CalculatedbysubtractingprojectcostsfromthebenefitsandthendividingbythecostsFormula:ROI=(totaldiscountedbenefits–

totaldiscountedcosts)/discountedcostsHighertheROI,thebetter.Manyorganizationshaveasetorminimumrateofreturnoninvestmentprojects Example:CP829_Lecture_Week2_ROI.xls(totaldiscountedbenefits–totaldiscountedcosts)discountedcostsNon-financialAnalysis$$$WeightedscoringmodelBalancedScorecard$$$WeightedscoringmodelAweightedscoringmodelisatoolthatprovidesasystematicprocessforselectingprojectsbasedonmanycriteriaStepsinidentifyingaweightedscoringmodel:identifycriteriaforprojectselectionassignweights(%)tocriteriaaddupto(100%)assignscorestoeachcriteriaforeachprojectmultiplyscoresbyweightstogettotalscoresThehighertheweightedscore,thebetterExample:CP829_Lecture_Week2_WeightedScore.xls$$$$$$BalancedScorecardBalancedScorecardRobertKaplanandDavidNortondevelopedthisapproachtohelpselectandmanageprojectsthatalignwithbusinessstrategyMethodologythatconvertsanorganization’svaluedrivers,suchascustomerservice,innovation,efficiency,andfinancialperformance,toaseriesofdefinedmetricsSee://formoreinformation$$$ApplyingaselectionmodelApplyingaSelectionModelProjectClassificationDecidinghowwellastrategicoroperationsprojectfitstheorganization’sstrategySelectingaModelFocusoncompetitivestrategyandbroadorganizationalneedsPerformnetpresentvalueanalysisorotherfinancialprojectionsUseaweightedscoringmodelImplementabalancedscorecardAddressproblems,opportunities,anddirectivesConsiderprojecttimeframeConsiderprojectpriorityProjectSelectionTheBusinessCaseImpactsCosts&BenefitsClearlycomparesalternatives

ObjectiveSystematicTheBusinessCaseElevatorpitches?Table3.4Samplebusinesscase

(Schwalbe,2005,pp74-76)ExamplebusinesscaseContentsofaBusinessCaseIntroduction/BackgroundBusinessObjectiveCurrentSituationandProblem/OpportunityStatementCriticalAssumptionsandConstraintsAnalysisofOptionsandRecommendationPreliminaryProjectRequirementsBudgetEstimateandFinancialAnalysisScheduleEstimatePotentialRisksExhibitsFigure2.3TheProcessforDevelopingaBusinessCase

(Marchewka,2003,p34)ProjectSuccessBytheway,ThingsaregettingbetterSource:CHAOSReport1995bytheStandishGroupAccessithere:h

NotevencompletedTypically189%overbudgetOTOBOS53%Challenged16%Success31%

CriticalFailures1994NotevencompletedStillwayoverbudgetOTOBOS51%Challenged34%Success15%

CriticalFailures2002Source:CHAOSReport2002bytheStandishGroupAccessithere:://53%Challenged16%Success31%

CriticalFailures199451%Challenged34%Success15%

CriticalFailures200219942005WastedmoneyasashareoftotalprojectspendBillionsofdollarsWhathappened?“Thereasons