The document summarizes a presentation on project value management at Komerční banka. It discusses how the bank ensures only the highest value projects are started by scoring each project on contribution to strategy, value, and risk. Projects are ranked and a priority scorecard is used as a supporting tool for decision making. Project controlling also supports decisions throughout a project's lifecycle by defining KPIs, validating business cases, and providing regular reporting and portfolio performance analysis.

1. Project value management in Komerční banka
(summary)
PROJECT MANAGEMENT DAY
Prepared by: Jiří Petržilka, Head of Project Portfolio Management, Komerční banka
Date: 15 June, 2010

2. AGENDA
What will be covered today?
Project initiation in KB
How to say NO to projects?
How can project controlling support Project decision making processes?
What I am NOT going to say?
Project value management in KB, PROJECT MANAGEMENT DAY, 15 June, Praha
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3. Project portfolio management ensures that only projects
with the highest value for KB are started.
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4. In order to prepare an efficient discussion on the prioritization workshops
each project is scored from 3 perspectives. The priority scorecard model
enables comparing different types of projects together.
1. Capture of new commercial opportunity
Contribution to KB 2. Enhancement of operational and commercial efficiency
strategic objectives 3. Mitigation of the risk exposure
4. Infrastructure for future corporate growth
1/3
Value of the
project
Risk if not realized Financial impact
1/3 1/3
1. Financial impact if the investment is not realized
1. Net present value
2. Probability of risk occurrence
2. Payback
Projects are ranked according to the scores calculated.
However the Project Priority Scorecard is used only as a supporting tool.
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5. How to say NO to projects?
Project life-cycle
cycle
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6. Project controlling supports decision making
processes during the whole project life-cycle.
Project initiation Project running Project closure Project operation
Project KPIs definition Project phasing approval Project evaluation Benefits measurement
and validation preparation Objectives
Time
Budget
Workload
Project business case Benefit measurement Business case revision
validation fine-tuning
Lessons learned
Benefits definition and Project status indicators
measurement preparation consolidation
Budget
Scope & project planning
Project GO/NOGO Workload
decisions proposals Risk management
Monthly status project report
Regular project portfolio
performance analyses
Measurement → Management
Note: Some samples see in wrap up
Project value management in KB, PROJECT MANAGEMENT DAY, 15 June, Praha
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7. CONCLUSIONS
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8. PROJECT BUSINESS CASE OVERVIEW WRAP UP
Detailed figures enclosed in Project Business Case
INDICATOR Passing Passing Project
Figures in [Th.CZK] or [MDs], if not stated otherwise; Passing PD SD
last available values at the moment
IF PD SD IM Closure
DATE DATE DATE DATE
Total Costs (5years after project start) 0 Est
0 0 0
Total Project Costs 0 Est 0 0 0
Project Definition Phase costs 0 Real 0 0 0
Solution Design Phase costs Plan 0 0 0
0
Implementation phase cost (excl. RecOPEX 1stY) Est 0 0 0
Total Recurring costs (5 years after proj.start) 0 Est 0 0 0
Total Benefits (5 years after project start) 0 Est 0 0 0
Pay Back Period (in years) 0 Est 0 0 0
Net Present Value (5 year period after proj.start) 0 Est 0 0 0
Project Production Date DATE Est DATE DATE DATE
Total effort (5year after proj.start) X Est 0 0 0
Project effort 0 Est 0 0 0
Project Definition Phase effort 0 Real 0 0 0
SD+IM phases effort (internal + external) 0 X X X
Solution Design Phase effort X Plan 0 0 0
Reccuring effort (5 years after project start) X Est 0 0 0
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9. BENEFITS TYPOLOGY WRAP UP
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10. Benefits Measurement Definition - sample WRAP UP
Benefits Description
A
B
C
Benefits Measurement
A
B
C
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