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From Project Management to Management by Project, or by Portfolio, to be precise

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From Project Management to Management by Project, or by Portfolio, to be precise Gunes Sahillioglu 07799621689 gunes_at_excellix.com Where were we? Current Business ... – PowerPoint PPT presentation

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Title: From Project Management to Management by Project, or by Portfolio, to be precise


1
From Project Management to Management by Project,
or by Portfolio, to be precise
  • Gunes Sahillioglu
  • 07799621689
  • gunes_at_excellix.com

2
Where were we?
  • Current Business Management techniques are based
    on the learnings from the early days of 1900.
  • We learned about divisions, marketing, brand
    management, stock management, HR, workflow
  • Project Management evolved from large
    construction and military initiatives from mid
    1960 / 70 s to date.
  • We learned to run projects, programmes,
    portfolios we learned to structure tasks and
    generate benefits

3
So what happened?
  • At least twice in the last 100 years,
  • Business suffered, shrunk, almost halted.
  • Are the roots of the current difficulties in
    failures at project level?
  • How many time we have come here to talk about
    Why projects fail?
  • NO, the root causes are at business management,
    governance and decision level.

4
Can the conventional management structures
survive the 21st century?
  • I doubt very much that vertically integrated,
    departmentalised classic company structures will
    be with us much longer
  • Large departments will tend to go towards pools
    of skilled resources, forming cells / teams to
    tackle specific tasks, achieve specific goals.
  • The move towards project based organisation
    will gather pace

5
Project based organisation?
  • THINK
  • At enterprise business planning level, Project
    Portfolio Management is probably the best tool to
    select the best initiatives to fund and drive.
  • DO
  • At delivery level, Project Management techniques
    are well placed to make things happen in an
    orderly fashion.

6
The trend
  • Organisations have already started to move
    towards concepts such as shared service centres,
    outsourced services etc. This prepares the ground
    for a pure project based organisation by taking
    away the inevitable administrative verticals
  • They will need to be even better organised to
    respond to changes and downturns.

7
Agile organisations
  • The key to organisational agility relies on a
    number of points
  • Decision agility
  • Execution agility
  • Decision agility requires a transparent decision
    making mechanism that is dynamic (PPM)
  • Execution agility requires multi-skilled and
    flexible work force (project based teams). They
    usually benefit from a mixture of internal and
    external resources.

8
So, changes on two fronts?
  • At decision / strategy level ? Portfolio based
    management (PPM at board level)
  • At delivery structure / operational level ?
    project based teams
  • The above will be strengthen by the extensive use
    of the collaboration tools (semi-virtual project
    teams)

9
Opportunities and flip side
  • Porting the good practices of project and
    portfolio management from its current space
    (project world) to Business world is an advantage
    for project professionals
  • This will bring a healthy level of rigor,
    discipline, scrutiny and governance to business
    decisions
  • Project portfolio professionals will need to lead
    the move and act as the champions of this change.

10
Portfolio-centric approach to management
  • Establish a portfolio of all change activities
    that compete for resources within the company.
    This should not be limited to new products, or IT
    initiatives. It should include new infrastructure
    and even facilities.
  • Apply portfolio optimisation and strategic
    alignment techniques by running scenarios.
  • Prepare pools of talent to execute the projects
    in the portfolio.

11
Structural transformation
Classic Organisation
Business Units
Shared services
12
PPM, balancing act under pressure
Costs
Constraints
innovation
Pressure to change
Resistance to change
PPM
13
Portfolio-centric Management Process
Strategic Objectives
Portfolio alignment
Mission Statements
Projects Programmes
What-if scenarios
X
Costs
Benefits
Portfolio Benefit Realisation
Enterprise budget
14
How easy is it?
  • It requires vision and determination
  • It requires ownership and drive
  • It requires courage
  • But, when the turnaround options narrow
    dangerously, somehow courage emerges!
  • It is much better to change to an agile
    organisation before hitting the buffers.

15
  • THANK YOU
  • and
  • GOOD LUCK
  • ( we all need
    some these days!)
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