Contenu connexe Similaire à The Project Management Process - Week 2 (20) The Project Management Process - Week 25. Project selection and portfolio management What are the inputs that cause the project process to begin? 17. Strategy 2 Strategy 1 Strategy 3 Strategy 4 Organisation Mission Money Customers Efficiency and Effectiveness Adaptability 18. 5 Forces analysis Supplier power Customer power Threat of New Entrants Substitutes Intensity of competition Michael Porter’s ‘5 Forces’ – 1980’s 19. business model template VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIP TARGET CUSTOMER DISTRIBUTION CHANNEL VALUE CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS INFRASTRUCTURE CUSTOMER OFFER FINANCE Osterwalder’s Business Model framework 2006 http://business-model-design.blogspot.com 21. Kaplan & Norton (1998?) HBR http://www.visual-literacy.org/periodic_table/pix/strategy-bsc-map.png Strategy Map 22. Strategy 2 Strategy 1 Strategy 3 Strategy 4 Organisation Mission Money Customers Efficiency and Effectiveness Adaptability 24. Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals 25. Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals 29. S T W O Positive Negative 30. S T W O Internal External 31. S T W O Internal External Positive Negative 32. S T W O Internal External Positive Negative 33. Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals 35. http://en.wikipedia.org/wiki/SMART_(project_management) Recorded, Rewarding, Reviewed [8] R [1] Exciting, Evaluated, Ethical E [1] Time framed [2] , Timed, Time-based, Timeboxed, Timely [6] [5] , Timebound, Time-Specific, Timetabled, Trackable Time-bound T Realistic [2] , Results/Results-focused/Results-oriented [6] , Resourced [7] , Rewarding [3] Relevant R Agreed, Attainable [6] , Assignable [2] , Appropriate, Actionable, Action-oriented [3] Achievable A Meaningful [3] , Motivational [3] , Manageable Measurable M Significant [3] , Stretching [3] , Simple Specific S Minor Terms Major Term Letter 37. Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals 39. Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals 41. Set (SMART) Goals Review Mission Develop Strategies Implement Strategies through projects Align Strategies to goals 42. Organisation Mission Money Customers Efficiency and Effectiveness Adaptability projects projects projects projects Strategy 2 Strategy 1 Strategy 3 Strategy 4 44. Figure 2.1 Strategic Management Process (Gray & Larson, 2006, p25) 51. One Portfolio or Several? Categories Approaches to project portfolio management 53. Categories Venture: Projects that transform the business Growth: Projects that grow revenue or market share Core: Projects that help run the business 60. Figure 2.8 Sample project portfolio approach (Schwalbe, 2005, p51) 61. Figure 1.5 Project management compared to project portfolio management (Schwalbe, 2005, p15) 62. Money Customers Efficiency and Effectiveness Adaptability projects projects projects projects projects programme projects projects projects projects programme projects Strategy 2 Strategy 1 Strategy 3 Strategy 4 Organisation Mission Programme projects projects programme 63. Short term Mid term Long term projects projects projects projects projects projects projects projects projects projects projects projects Strategy 2 Strategy 1 Strategy 3 Strategy 4 Organisation Mission projects projects projects projects 65. projects projects projects projects projects projects projects projects projects projects projects projects Strategy 2 Strategy 1 Strategy 3 Strategy 4 Organisation Mission projects projects projects projects 68. Figure 2.1 Pyramid for the Project Selection Process (Schwalbe, 2005, p35) 72. Which SHOULD align with the organisation’s strategic plan Which SHOULD align with the organisation’s strategic plan 75. Project Initiation forms Figure 2.4B Risk Analysis (Gray & Larson, 2006, p39) Figure 2.4A Major Project Proposal (Gray & Larson, 2006, p38) 76. Project Initiation forms Figure 2.4B Risk Analysis (Gray & Larson, 2006, p39) Figure 2.4A Major Project Proposal (Gray & Larson, 2006, p38) 97. Table 3.4 Sample business case (Schwalbe, 2005, pp74-76) Example business case 99. Figure 2.3 The Process for Developing a Business Case (Marchewka, 2003, p34) 104. 53% Challenged 16% Success 31% Critical Failures 1994 51% Challenged 34% Success 15% Critical Failures 2002 105. 1994 2005 Wasted money as a share of total project spend Billions of dollars