MoP

 version  2011  (MoP  is  a  trademark  from  Axelos)  

Author:  Henny  Portman,  graphic  design:  Klaas  Hermans,  July  2014  
 

BUSINESS  AS  USUAL   STRATEGIC  /  BUSINESS  PLANNING   BUDGETING  &  RESOURCE  ALLOCATION   PROGRAMME  AND  PROJECT  MANAGEMENT   PERFORMANCE  MANAGEMENT   CORPORATE  GOVERNANCE  
Run  the  business  -­‐  change  the   Necessary,  sufficient,  acceptable,   Money,  people,  equipment,  facili>es   Standards,  limited  resources,  risk  mgt.,  dependencies   Alignment,  overall  target  levels  of  org.   Support  effec>ve  governance:  links  with  investments,  
business   achievable,  affordable   performance   provides  a  framework,  clarity  on  progress  &  basis  for  
integrated  assurance,  clarifies  responsibility  and  
accountability,  provides  an  audit  trail  

MANAGEMENT  CONTROL   UNDERSTAND  

PorJo ▪  What  is  the  current  porJolio    
▪  Defined  processes   lio
▪  Guidance  and  templates   √  
PorJolio  Progres
s  Group  /   Invest  Direc>ng  G 1        and  the  project  development  pipeline?  
Change  Mgt.  Com ment   ro
Comm up  /  
 
▪    Forecast  costs,  benefits,  and  risks  to  delivery      
▪  Regular  progress  repor>ng   mi^ee   i^ee   ?        &  benefits  realiza>on  
▪  Stage  or  phase  gates  
▪  Regular  porJolio-­‐level  reviews   ▪    Performance  to  date?  
 
ORGANIZATIONAL  GOVERNANCE   2   CATEGORIZE  (by:)  
▪  PorJolio  strategy  contains  a  vision   ▪  Strategic  objec>ve   ▪  Mandatory  
▪  Framework:  objec>ves,  processes,  roles   √ ▪  Line  of  business   ▪  Commercial  
▪  Oversight,  escala>on,  monitoring   ▪  Geographical  area   ▪  Business  Con>nuity  
▪  Type  of  ini>a>ve   ▪  Opera>onal  excellence  
   
FINANCIAL  MANAGEMENT  
  PRIORITIZE    
▪  Selec>on  investment  criteria   ▪  Financial  plan   3  
▪  Clear  rules  for  cost  forecasts   ▪  Monitoring   ▪  Which  ini>a>ves  should  the  organiza>on  invest  in?  
▪  Clear  rules  for  cashable  benefits   ▪  Clear  control  limits   ▪  What  are  the  most  important  ini>a>ves?  
▪  Stage  release  of  funding     ▪  What  inita>ves  must  be  resourced  above  all  others?  
▪  PorJolio  level  financial  plan    
BENEFITS  MANAGEMENT   BALANCE  (In  terms  of  factors  as:)  
▪  Consistent  approach   ▪     Timing  
▪  PorJolio  level  benefits  realiza>on  plan   4  
▪  Coverage  of  all  strategic  objec>ves  
▪  Re-­‐appraisal  stage  gates   √ ▪  Impact  across  the  business  
▪  Benefits  tracking  and  repor>ng   RISK  MANAGEMENT   ▪  Stages  
▪  Arrangements  to  manage  post  project/programme   ▪  Strategy   ▪  Overall  risk/return  profile  
▪  Collabora>on  with  risk  department   ▪  Available  resources  
STAKEHOLDER  ENGAGEMENT   ▪  Regular  reviews  
5  
▪Shared  vision  and  communicate   ▪  Proac>vely  support   ▪  Effec>ve  escala>on   PLAN  
▪Collaborate  with  communica>on   ▪Consistent  approach   ▪  Risk  to  organiza>on  from  porJolio   ▪  Summarize  the  results  of  the  defini>on      
√   RESOURCE  MANAGEMENT  
▪Champion-­‐challenger  model   ▪Plan      cycle  in  a  porJolio  plan  
▪  Understand  demand   ▪  Budgetary  risk  con>ngency  
  ▪  Provide  a  clear  line  of  sight  (>ming,    
√ ▪  Understand  the  supply   ▪  Effec>ve  management  of  dependencies  
     resources,  milesontes,  risks,  benefits)  
▪  Match  demand  and  supply  
▪  Keep  it  simple  
▪  GAP  closure  
SENIOR  MANAGEMENT  COMMITMENT  
•  Ac>ve  engagement  in  crea>ng  decision-­‐making  structure  
•  Publicly  championing  the  value  of  porJolio  management  
•  Par>cipa>ng  in  decision-­‐making  
•  Ensuring  compliance  with  porJolio  governance  
•  Explaining  the  ra>onale  of  decisions  to  their  staff   ENERGIZED  CHANGE  CULTURE  
STRATEGY  ALGINMENT   •  Walk  the  Talk   •  A  collabora>ve  environment  
•  Regular  review  at  porJolio  level  and  at  ini>a>ve  level   •  Proac>ve  communica>ons    
•  Benefits  are  clearly  and  consistently  iden>fied   ENERGY  SOURCES     ORGANIZATIONAL  ENERGY  
•  Clarity  about  expecta>ons  
•  Collabora>ve  working  with  strategic  planning   •  Effec>ve  processes   ▪  Connec>on   High  
•  Early  involvement  improves  quality   •  Roles  and  rela>onships  are  agreed   ▪  Content   Corrosive   Produc>ve  
•  Strategic  objec>ves  are  supported  by   •  Monitor  organiza>onal  energy   ▪  Context    
Intensity  
     driver-­‐based  analysis   •  Demonstrate  senior  management  commitment   ▪  Climate   Resigned   Comfortable  
Low  
  •  Listen  and  engage  
Netagive                  Posi>ve  
PORTFOLIO  OFFICE   GOVERNANCE  ALIGNMENT   Quality  
•  Organiza>onal  status   •  Clearly  defined  roles,  responsibili>es  and  accountabili>es  
•  An  agreed  mandate   •  PorJolio  governance  is  consistent  with  the    
•  Collabora>ve  working  with  BAU  and    other  departments        wider  organiza>onal  governance  structure  
•  Appropriately  skilled  and  experienced   •  Agreed  escala>ons  process  and  aligned  mee>ng  schedules  
•  Regular  measurement  of  progress   •  Sub-­‐porJolios  are  periodically  reviewed  by  the    
     organiza>onal  porJolio  governance  body