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1. REMINDER
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Eating the Elephant: Portfolio
Management 1 Step at a Time
Prepared by:
Diana Hanna
Managing Consultant
Nu Solutions Consulting
Case Study of an OPPM
Implementation at BP Alaska
Session ID#: 15458

2. Background
■ Introductions
▪ BP Exploration Alaska
▪ Diana Hanna, Nu Solutions Consulting
■ Implementation Scenario

3. Portfolio Management

4. Agenda
1. You Know You Have to Do It
2. Before You Even Start
3. How Hard Could It Be?
4. Who’s In - Who’s Out
5. Storming, Norming, Forming, and Performing
6. How to Say No and Really Mean It
7. Data – what’s all the fuss about? – and other gotchas
8. If You Build It They Will Come
9. Belts, Suspenders, Parachutes and Safety Lines
10. The End of the World as You Know It
11. It’s NOT all about the Money
12. Give me MORE!

5. 1. You Know You Have to Do It
■ Understanding when the time is right for Portfolio
Management
▪ Recognizing the symptoms
▪ Understanding why you have to do it

6. Portfolio Management and the Organization

7. 2. Before You Even Start
■ Assessing your organization’s readiness
▪ Identifying the business problems
▪ Finding the pockets of solutions in your organization
▪ Choosing the appropriate application

8. 3. How Hard Could It Be?
■ Making the commitment to proceed
▪ Estimating, budgeting, and managing expectations
▪ Eating the Elephant – how much to take on and when

9. 4. Who’s In - Who’s Out
■ Choosing the participants
▪ How to represent everyone from the top to the bottom
▪ Choosing the right contributors

10. 5. Storming, Norming, Forming, and
Performing
■ How to get along with anybody and live to tell the tale
▪ Business Change Management – your #1 priority,
right?
▪ Maintaining effective communications

11. 6. How to Say No and Really Mean It
■ Scoping and Requirements Management
▪ Establishing scope and boundaries
▪ Eating the Elephant - redux

12. 7. Data – what’s all the fuss about? – and
other gotchas
■ Unexpected hazards and obstacles
▪ The infamous historical data load
▪ Programs, Projects, Sub-projects – oh no!
▪ Connecting to other applications – let’s just take it
slow

13. 8. If You Build It They Will Come
■ Establishing a series of quick wins, instead of one big
bang
▪ Agile vs. Rapid prototyping vs. Waterfall
▪ Engaging the Stakeholders – the unknown secret for
success

14. 9. Belts, Suspenders, Parachutes and
Safety Lines
■ Testing, dry runs, briefings, early feedback, fallback
plans
▪ Preparing for all potential problems
▪ Dealing with the unexpected

15. 10. The End of the World as You Know It
■ Going LIVE and Business Change Management
▪ Business Change Management – redux
▪ Training, Lunch & Learn, Brunch & Learn, and other
bribery techniques

16. 11. It’s NOT all about the Money
■ Using your new Portfolio Management Processes
▪ Validating, Scoring, Prioritizing, Selecting and
Funding
▪ How to compile a Portfolio based on various selection
criteria

17. 12. Give me MORE!
■ Instituting Continuous Improvement processes
▪ Setting up support, helpdesk, and feedback
mechanisms
▪ Configuration Management for fixes, enhancements,
new functionality releases

18. In Summary
■ Engage participants early and often
■ Start small, Say No and stick to your guns
■ Expand as knowledge and experience grow
■ Plan to accommodate the future
■ Questions?
Diana Hanna
Managing Consultant
Office: +1.907.336.0037
Mobile: +1.907.947.7616
www.nu-solutions.com

19. Please complete the session
evaluation
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