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Project Management: Session 2 Organization Strategy and Project Selection
Session Outcomes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Pre-Amble ?
Pertinent Questions Re: Projects ,[object Object],[object Object],[object Object],[object Object],[object Object]
Pertinent Questions About Projects ,[object Object],[object Object],[object Object]
The Need to Understand  Strategic Management  ,[object Object],[object Object],[object Object]
The Strategic Management Process ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],The Strategic Management Process
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The Strategic Management Process
[object Object],[object Object],[object Object],[object Object],The Strategic Management Process
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The Strategic Management Process
Characteristics of Objectives S  Specific  Be specific in targeting an objective M  Measurable  Establish a measurable indicator(s) of progress A  Assignable  Make the objective assignable to one person for completion R  Realistic  State what can be done with available resources T  Time related  Assign a realistic timeframe
 
Balanced Scorecard Method Vision & Strategy CUSTOMER “ To achieve our vision, how should we appear to our customers?” Objectives Measures Targets Initiatives FINANCIAL “ To succeed financially, how should we appear to our shareholders?” Objectives Measures Targets Initiatives INTERNAL BUSINESS PROCESSES “ To satisfy our shareholders and customers, what business processes must we excel at?” Objectives Measures Targets Initiatives INNOVATION AND LEARNING “ To achieve our vision, how will we sustain our ability to change and improve?” Objectives Measures Targets Initiatives
This is where the issue of project selection comes to the fore…what is the best alternative?
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Need for Project Portfolio Management
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Need for Project Portfolio Management
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Need for Project Portfolio Management
Direction Execution –  cross functional and concentration of resources Portfolio Management (incl. Selection)
Portfolio’s Management System Strategic  Management Opportunities/ Needs Research Solutions Select and Determine Feasibility Projects
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Benefits of Project Portfolio Management
Project Portfolio’s by Type
[object Object],[object Object],[object Object],[object Object],[object Object],Project Portfolio’s by Type
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Project Portfolio’s by Type
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Project Portfolio’s by Type
Project Selection Models
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Portfolio’s Management System
Number of years needed for a project to repay the initial fixed investment Example:  Project costs R100,000 and is expected to save company R 20,000 per year Payback Period  =  R 100,000 / R 20,000  = 5 years Financial Models The Payback Model
Financial Models 15,000 10,000 3 10,000 15,000 2 10,000 20,000 1 (35,000) (35,000) 0 Cash flow project B Cash flow project A Year
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Financial Models
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Financial Models
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Financial Models
Financial Models Return on Investment (ROI) 55,000 55,000 Total gains 20,000 10,000 4 15,000 10,000 3 10,000 15,000 2 10,000 20,000 1 (35,000) (35,000) 0 Cash flow project B Cash flow project A Year
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Financial Models Return on Investment (ROI)
To solve the problem of time value of money, discounted cash flow techniques (DCF) are used. Financial Models
Which would you prefer --  $10,000 today  or  $10,000 in 5 years ?  Obviously,  $10,000 today . You already recognize that there is  TIME VALUE TO MONEY !! Financial Models
TIME  allows you the  opportunity  to postpone consumption and get a  RETURN  . Financial Models
[object Object],[object Object],[object Object],[object Object],Financial Models
 
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],i = projected interest rate; n = number of years from start rate Financial Models
Financial Models 0.4823 0.5787 0.6944 0.8333 1 Discount factor 20 % 2,692 Total NPV 4,823 10,000 4 5,787 10,000 3 10,416 15,000 2 16,666 20,000 1 (35,000) (35,000) 0 Present value Cash flow project A Year
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Financial Models
Financial Models
[object Object],[object Object],[object Object],[object Object],Financial Models
Non-Financial Models
Adapted from:  Michael E. Porter.  Competitive Strategy , New York: Free Press, 1980. Porter’s Five Forces Model Non-Financial Models
Non-Financial Models Porter’s Competitive Strategies
Multi-Weighted Scoring Models
Other Project Selection Methods
Peer Review
No good idea should go unchallenged… Murder Board
[object Object],[object Object],[object Object],[object Object],[object Object],Applying a Selection Model
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Applying a Selection Model
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Project Proposals
Project Proposals
Risk Analysis
Priority Analysis
[object Object],[object Object]
 
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Managing the Portfolio
Project Portfolio Matrix
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Project Portfolio Matrix Dimensions
 

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Pm Session 2

  • 1. Project Management: Session 2 Organization Strategy and Project Selection
  • 2.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12. Characteristics of Objectives S Specific Be specific in targeting an objective M Measurable Establish a measurable indicator(s) of progress A Assignable Make the objective assignable to one person for completion R Realistic State what can be done with available resources T Time related Assign a realistic timeframe
  • 13.  
  • 14. Balanced Scorecard Method Vision & Strategy CUSTOMER “ To achieve our vision, how should we appear to our customers?” Objectives Measures Targets Initiatives FINANCIAL “ To succeed financially, how should we appear to our shareholders?” Objectives Measures Targets Initiatives INTERNAL BUSINESS PROCESSES “ To satisfy our shareholders and customers, what business processes must we excel at?” Objectives Measures Targets Initiatives INNOVATION AND LEARNING “ To achieve our vision, how will we sustain our ability to change and improve?” Objectives Measures Targets Initiatives
  • 15. This is where the issue of project selection comes to the fore…what is the best alternative?
  • 16.
  • 17.
  • 18.
  • 19. Direction Execution – cross functional and concentration of resources Portfolio Management (incl. Selection)
  • 20. Portfolio’s Management System Strategic Management Opportunities/ Needs Research Solutions Select and Determine Feasibility Projects
  • 21.
  • 23.
  • 24.
  • 25.
  • 27.
  • 28. Number of years needed for a project to repay the initial fixed investment Example: Project costs R100,000 and is expected to save company R 20,000 per year Payback Period = R 100,000 / R 20,000 = 5 years Financial Models The Payback Model
  • 29. Financial Models 15,000 10,000 3 10,000 15,000 2 10,000 20,000 1 (35,000) (35,000) 0 Cash flow project B Cash flow project A Year
  • 30.
  • 31.
  • 32.
  • 33. Financial Models Return on Investment (ROI) 55,000 55,000 Total gains 20,000 10,000 4 15,000 10,000 3 10,000 15,000 2 10,000 20,000 1 (35,000) (35,000) 0 Cash flow project B Cash flow project A Year
  • 34.
  • 35. To solve the problem of time value of money, discounted cash flow techniques (DCF) are used. Financial Models
  • 36. Which would you prefer -- $10,000 today or $10,000 in 5 years ? Obviously, $10,000 today . You already recognize that there is TIME VALUE TO MONEY !! Financial Models
  • 37. TIME allows you the opportunity to postpone consumption and get a RETURN . Financial Models
  • 38.
  • 39.  
  • 40.
  • 41. Financial Models 0.4823 0.5787 0.6944 0.8333 1 Discount factor 20 % 2,692 Total NPV 4,823 10,000 4 5,787 10,000 3 10,416 15,000 2 16,666 20,000 1 (35,000) (35,000) 0 Present value Cash flow project A Year
  • 42.
  • 44.
  • 46. Adapted from: Michael E. Porter. Competitive Strategy , New York: Free Press, 1980. Porter’s Five Forces Model Non-Financial Models
  • 47. Non-Financial Models Porter’s Competitive Strategies
  • 51. No good idea should go unchallenged… Murder Board
  • 52.
  • 53.
  • 54.
  • 58.
  • 59.  
  • 60.
  • 62.
  • 63.