DSLBJ Enterprises

Dorothy Sullivan, Speranca Szana, Lilli Schweitzer, Brandy Starks, Johanna

Sloss

I. Strategic Plan
Strategic Formation, Emergent How Does It Fit with Organizational Strategy? Goals & Timing

II. Strategic Capacity

Human Resources, DSLBJ & SubContractor

Costs

III. Portfolio Management Process

Promote Growth & Consistency Process:
Start-up, Risk Analysis, Strategy Management & Reporting

IV. Project Selection Criteria

Cost Benefit Analysis Internal Rate of Return Strategic Alignment Feasibility Scoring Model

V. Program Management Plan

Benefits Stakeholder Value

VI. Possible Sources of Conflict

Cost

Evaluation of Opportunities & Threats

Standards & Success Indicators Pacing

Quality
Resource Allocation Communication

VII. Change Management Plan

How Change is Managed What Defines Change Purpose/Role of Change Control Board (CCB)

VIII. Resource Utilization Plan

Identify How Requirements are Identified Analyzed Documented Managed for Lifecycle

Growth and Cohesiveness

DSLBJ Enterprises Security Installation Company 18 Branch offices 7 States Growth strategy
o Purchase medium size installations o Expand into new markets o Potential purchases must add value to region

Uniformity, cohesiveness, dashboard information using:

o Modular Customer Relations Management (CRM), o Estimator/Supply Chain

DSLBJ Enterprises
Goals & Timing
CRM to strengthen leads generation & Security Installation Company Estimator Module (Sweet Estimates)
o Simplify/standardize proposal generation
o Conduct equipment search o More sales to generate more revenue

customer contacts

Supply Chain Module (Sweet Delivery)

o Reduce paper flow for distributors & vendors o Control & labor savings, automatic order generation

Program to be implemented in phases

Human Resources & Cost

 Human Resources
o PPM, VP Operations o PgM, IT Director o PM, IT Dept. Manager o Sub-contract Software creation

Costs

o Human resources, training/implementation o Software vendor fees:

Customization Use

Promote Growth & Consistency

Promote growth & consistency

o o o

Looking for strategic value Combine interrelated projects Resource utilization

Consolidation, eliminating redundancies

Understand corporate strategy

o o o o o o

Set goals to achieve corporate strategy Allocate funding for these goals Develop risk analysis (evaluate within parameters) Develop processes for managing portfolio Align project ideas to corporate goals/strategy Assess value of projects

Process includes
o o o o

Start up Risk analysis Strategy management Reporting

DSLBJ Portfolio Management Process Flowchart

Support Growth: Cost/Benefit Analysis, IRR, Strategic Alignment, Feasibility, Scoring Model

 Focus on cohesiveness
o Improve efficiencies across organization o Streamline processes across branches o Allow for more complete oversight of business activities

Selection Methods
o Cost benefit analysis o Internal rate of return o Strategic alignment o Feasibility o Use of scoring model

 Process for Portfolio Management includes

o Start up

Senior management discuss corporate strategy & broad initiatives Funding & resource allocations Department directors/key stakeholders determine policies & procedures
o Risk analysis o Strategy management using quantitative and/or qualitative

measures
If strategy is altered, projects are modified or eliminated to meet new goal Internal & external factors are reviewed
o Reporting performance & strategy reports

Benefits, Evaluation of Opportunities/Threats, Standards/Success Indicators & Pacing

 Program management plan is

Cyclic activity
o Linked to organizational change for strategic decision-making o Regular assessment of benefits o Evaluation of opportunities/threats o Standards & success indicators o Pacing

Corporate governance
o Promote stakeholder value

Plan designed by Program Manager; implemented by DSLBJ

Grouping related projects Meet common objectives

 Communication requirements
o Clear chain of command Based on roles what is communicated How information is communicated When information is distributed Who does the communication Who receives the communication o Develop standards to measure program integration o Standards will be documented related to Processes Communication Data Reports Templates

Standards & success indicators

Cost, Quality, Resource Allocation, & Communication

 Cost
o Software customization o Training & implementation o Follow-up, repeated customization & implementation

Quality

o Lack of quality impacts project performance o Delays in meeting key schedule points, increased project costs &

Resource allocation

dissatisfied customers o Quality processes need to be considered & control measures embedded
o Customer relations management, training, overlapping allocations o Lack of funding for software upgrades by external contractors

 Communication
o Cohesive communication efforts across all participants o Communication risks

Executive level decision-making of processes, procedures & projects Problems with different branches Could hinder progress, increase cost/time & detour employee cohesiveness Risk to productivity Success of entire project

How Change is Managed, What Defines a Change, Purpose/Role of Change Control Board (CCB)

Approach Ensure all changes are defined, reviewed & agreed upon Ensure change s are within scope, determine how to implement & manage the change as it is implemented

Change Definitions Scheduling changes Budget changes Scope changes Changes must be communicated, approved & documented

Change Control Board Approval authority Purpose: to review all change requests, determine risks/impact Approve or deny requests

Roles & Responsibilities Sponsor

o o o o o

Project Team
o o o

Approves changes to funding, schedule, scope, Chairs the CCB Approve all changes to budget/funding allocations Approve all changes to schedule baseline Approve any changes in project scope Chair the CCB

Project Manager
o o

Submit all change requests on standard organizational change request forms Provide all applicable information and detail on change request forms Be prepared to address questions regarding any submitted change requests Provide feedback as necessary on impact of proposed changes

Receive and log all change requests from project stakeholders Conduct preliminary risk, cost, schedule, scope analysis of change prior to CCB Seek clarification from change requestors on any open issues or concerns Make documentation revisions/edits as necessary for all approved

How Requirements Identified, Analyzed, Documented & Managed for the Lifecycle

Efficient use of People Equipment Materials Facilities

How resources are Identified Analyzed Documented Managed

Project Requirements Non-Technical Meet the needs Ensure completion & readiness

Product Requirements: Developing Software Identified to meet the technical specifications of product

Data Collection
Interviews Focus groups Facilitated workshops Group creativity techniques Questionnaires/surveys Product prototype

Documented & Assigned

Added to project plan Project team determines methods for tracking/reporting Throughout lifecycle, PM ensures team reports status/issues May require change, must follow change control process Ongoing management includes receiving approvals as part of project closure

Dorothy Sullivan, Speranca Szana, Lilli Schweitzer, Brandy Starks, Johanna Sloss

Merci beaucoup

Grazi e

Hvala

Thank You
Gracias

Mulumesc

danke schn

Domo arigato gozaimasu