Achieving the Next Level. of Capability and Optimization MURALI KULATHUMANI, MBA, GSM
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1 BREAKTHROUGH PROJECT PORTFOLIO MANAGEMENT Achieving the Next Level of Capability and Optimization MURALI KULATHUMANI, MBA, GSM J.ROSS? / PUBLISHING
2 CONTENTS Foreword Preface How to Use This Book About the Author WAV Page ix xiii xv xxi xxii PART I Key Components of a Portfolio Process 1 Chapter 1 The Mission-Critical Role of the High-Performing Portfolio 3 3 Characteristics of the Optimized Portfolio 3 The Strategie Effect of a Well-Run Portfolio 4 The Concept of Portfolio Capability Maturity 6 Relationship of the Maturity of Portfolio Components to Overall Portfolio Maturity 9 Chapter 2 Portfolio Intake and Assessment The Ideal Portfolio Intake 11 Portfolio Type and Its Impact on Portfolio Intake 13 Role of Annual Flanning 19 Building an Intake Solution Using a Word/Excel Template 20 Building an Intake Solution Using SharePoint 21 Success Factors for Portfolio Intake 21 Levels of Portfolio Capability Maturity 23 25
3 iv Breakthrough Project Portfolio Management _ Chapter 3 Portfolio Annual Planning The Importance of Annual Planning The Execution of Annual Planning ~9 Pass One of Annual Planning 30 Pass Two of Annual Planning 37 Pass Three of Annual Planning 41 Key Outputs of the Annual Planning Exercise 42 Pointers to Success in Annual Planning 43 Levels of Portfolio Capability 4 5* Chapter 4 Portfolio Funding Strategie: The Portfolio Annual Funding Cycle 53 The Challenges in Managing the Portfolio Funding Cycle 54 Best Practices to Optimize Portfolio Funding Decisions 56 Portfolio Funding Model 59 Levels of Portfolio Maturity Notes 62 Chapter 5 Portfolio Performance Monitoring What Could Go Wrong in a Project? 64 Key Portfolio Indicators That Need to Be Reported and Tracked 64 Drawbacks of Traditional Methods of Project Performance Monitoring 66 Why Is R/Y/G Such a Poor Proxy for Project Performance? 67 mevm: The Swiss Army Knife of Performance Monitoring 68 How to Use the Outputs from mevm for Portfolio Performance Monitoring 68 The Enhanced Monitoring List 70 Levels of Portfolio Capability 71 Chapter 6 Portfolio Rebalancing Portfolio Balancing in a Financial Portfolio 75 Applicability of Portfolio Balancing to a Project Portfolio 76 The Fundamental Need for Portfolio Rebalancing 76 The Prerequisites of Portfolio Rebalancing 77
4 Contents v Scenarios Where Portfolio Rebalancing Is Required 77 Why Portfolios Find It Hard to Rebalance 80 An Alternative View about Project Portfolio Rebalancing Chapter 7 Portfolio Benefits Realization Types of Benefits 85 Nonmonetary Benefits 86 The Portfolio Benefits Realization Process 86 Levels of Maturity Note 93 PART II mevm 95 Chapter 8 to mevm Why Is It So Hard to Really See How the Portfolio Is Actually Performing? 98 Traditional Reporting Solutions and Their Disadvantages 99 The Advantages of Objective Indicators 99 A Basic Example to Introduce the Concept of mevm Notes 103 Chapter 9 The Artifacts of mevm The Main Artifacts of mevm Note 123 Chapter 10 Aggregating mevm Data for the Enterprise The Drivers of Aggregation 126 The Three Dimensions of Aggregation 126 The Portfolio View 126 The Program View 130 The Multi-year Project View 134 The Multi-Year Program View 138 The Multi-year Portfolio View 141 Consumption of Aggregated Data by Portfolio Governance 144
5 vi Hroaltthrnugh Project Portfolio Management Levels of Portfolio Maturity Chapter 11 Measuring Strategie Attainment Using mevm 155 Tactical Attainment versus Strategie Attainment 156 The Complicated Business of Measuring Strategie Attainment 156 How Much of Our Activity Is Strategie? 163 Benefits of Measuring Strategie Attainment Using mevm 164 Factors of Success in Measuring Strategie Attainment 167 Levels of Maturity ^8 ^ Chapter 12 How to Roll Out mevm to the Enterprise Steps to Rolling Out mevm Reporting for the Portfolio 171 Important Considerations to Keep in Mind during the Rollout 173 Common Evasive Tactics Related to mevm and Countermeasures 176 The Enhanced Monitoring List Also Known as the Kill List 184 Levels of Portfolio Capability Chapter 13 Why mevm Works Why Explore Criticisms of EVM? 187 The Criticisms of EVM 188 How mevm Overcomes the Traditional Criticisms of EVM 188 The Canary in the Coal Mine 189 Why Does mevm Work? 189 Secondary Reasons Why mevm Works 190 PART III Implementation Strategies for the Real World 193 Chapter 14 Common Portfolio Problems and Solutions 195 ^ Where Do We Start? Chapter 15 Portfolio Information Systems 213
6 Contents vii The Reason Why Most Portfolio Management Tools Fail 213 What a Successful Portfolio System Looks Like 214 Portfolio Processes 215 Process #1: Intake Process and Tool 215 Process #2: Annual Flanning Process 221 Process #3: Archival and Retrieval of Portfolio Decisions Chapter 16 The Politics of Portfolio Management Why Is Portfolio Management So Political? 231 The Politics of Avoidance 232 Politics of Deflection 233 Playing Politics versus Being Politically Correct 234 The Expendables 241 Levels of Portfolio Capability Chapter 17 Portfolio Governance What Is Portfolio Governance? 244 Two Fundamental Modes of Portfolio Governance 244 Orchestration of Routine Portfolio Governance 244 Orchestration of Annual Flanning Portfolio Governance 255 Enabling Governance: Support Systems 261 Exploring Governance Composition 262 Success Factors for Governance 262 Cautionary Note about Governance 263 Levels of Portfolio Capability Note 266 PART IV The Support Systems that Decide Success 267 Chapter 18 Role of the Chief Information Officer A CIO's Mandate 269 How the CIO Is the Biggest Beneficiary of the Portfolio Office 270 How the CIO Is the Biggest Enabler of the Portfolio Office 274 Levels of Portfolio Capability Maturity
7 viil Breakthrough Project Portfolio Management Chapter 19 Finance Interface Points between Finance and the Portfolio Office 279 A Symbiotic Relationship 282 How Finance Benefits from the Portfolio Office 282 Levels of Capability Maturity Not! 285 Chapter 20 Portfolio Rollout and Change Management ? The Wide Spectrum of Portfolio Rollouts 287 Why Do Portfolio Rollout Efferts Often Fail? 288 The Politics of Portfolio Change Management 290 Recommended Best Practices for Portfolio Rollout 291 What Is a Mind Map? 292 How to Use the Mind Map 293 Pointers for Success in Using the Mind Map 306 Levels of Portfolio Capability Maturity Chapter 21 The Portfolio Office Description of an Ideal Portfolio Manager 311 Strategies in Staffing the Portfolio Office 315 Typical Composition of the Portfolio Office 316 Portfolio Office's Reporting Structure 318 Levels of Portfolio Capability Maturity Chapter 22 The Business i A Perception Problem 321 Levels of Maturity 32g 329,näK
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