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Project Portfolio Management

Control Based on Business Value Metrics

Problem:
  • Organizations spawn hundreds of "off the radar" puppy projects that consume as much as 40% of available project hours
  • Information about new projects is so vague and inconsistent that executives can't ensure that time and money are well spent
  • Critical strategic initiative are starved for resources and drift due to confused accountability for results.

AdPM™ Methodology & Processes

  • Provides a control foundation based on measured business outcomes.

  • Executives have information for effective prioritization of projects and allocation of resources

  • All project managers use AdPM techniques, giving decision makers consistent project evaluation information and unambiguous checkpoints

 
Implementation with 4PM.com

Key AdPM Portfolio Management Components

Achievement-driven PM:
 This methodology distinguishes between activities and measured achievements, stressing the benefits of an achievement focus and the pitfalls of the "activity trap". This difficult concept lays the foundation for the AdPM™ approach. We need to ensure that every project is "touched" by a decision-maker with the appropriate strategic vision.

Accountability and Authority Mapping
Using the measured achievements, we establish clear, measurable performance expectations and link the achievement commitment with a work estimate. Last, we make clear the tight linkage between performance against the measured achievements and the positive or negative consequences that will result.

Measures of Success(MOS)™:
The planning techniques we cover provide tools for establishing measurable business-relevant objectives for each project. The best MOS™ allow us to measure success through the customer's eyes. When complete, the MOS™ steers the entire project and, as importantly, it sets parameters for the scope of the project and tells the sponsor and project manager what NOT to include in the project. The MOS™ is the foundation for developing a project plan that consists of measured achievements, not activities.

Selecting and Managing PMs:
We examine the consequences of micro-management versus the impact of exercising strategic control and holding PMs accountable for hitting measured checkpoints during the life of a project. The protocol must make clear the processes that all PMs must follow through the project life cycle.

High-Level Achievement Network:
Executives establish strategic project control by managing based on a short chain of high-level achievements that lead to the Measure of Success. This intellectually challenging task establishes a foundation upon which lower levels of management can assign measured achievements to every member of the project team.

Portfolio Management
With the forgoing processes in place, executives can set priorities and allocate resources to the projects in the portfolios, much as an investor seeks to maximize overall return from a stock portfolio. We'll show you portfolio analysis techniques and the processes for aligning the portfolio with strategic objectives.

Train People in a Consistent Methodology
Over the web 101- Business - 111- IT - 121-Construction - 131-Healthcare

 

 

AdPM™ is a Foundation for Maximizing Project Results

  • Focus on business value

  • Cut project fat

  • Laser-like focus on results

A Project Portfolio Can Spin Out of Control:

  • Out-of-control "pig" projects produce little business value but consume resources
  • Litters of small "puppy" projects devour so many resources that strategic projects suffer
  • A focus on frenzied technical activity diverts everyone from delivering business value
The result ? The organization cannot deliver the strategic projects critical to success

Our implementation programs
  1. Implementation begins at the executive level with design and agreement on an AdPM™ project protocol tailored to your organization's strategy, people and competitive challenges
  2. Then we "roll-down" your protocol by teaching it in classes to your PMs so they all follow the same method
  3. We provide on-going consulting to your PMs and your prioritization and allocation process
  4. We conduct regular reviews to assist you in refining the protocol as the process matures in your organization
 

The Hampton Group, Inc. 3547 South Ivanhoe St. Denver, CO 80237-4320 USA
© 2004 The Hampton Group, Inc. All Rights Reserved. May not be reproduced without written permission . The Microsoft Corporation owns the registered trademark Microsoft Project®. The Project Management Institute, Inc. owns the following registered trade and certification marks: PMI® PMBOK® PMP® and CAPM™. The CompTIA IT Project + certified professional logo is a registered trademark of CompTIA (the Computing Technology Industry Association). All rights reserved.2003