STANDARD PORTFOLIO PROJECT MANAGEMENT

Portfolio Management Overview & Organization
• Portfolio Management Process
– – – – Strategy & Investment Alignment Portfolio Component Management Life Cycle Specific unit organisasi Portfolio Management Process Cycle masing-masing Establishing Portfolio Management Process

• Portfolio Stake Holder Roles & Responsibility • Organizational Influence:
– – – – Organizational Culture Economic Impact Organizational Impact Enterprise Environmental Factors

Portfolio Stakeholder
1. Executive Review Board 2. Portfolio Process Group 3. Portfolio Management Board 4. Portfolio Managers 5. Sponsors 6. Program Managers 7. Project Managers 8. Program/Project Management Office 9. Marketing Management 10. Operation Management 11. Engineering Management 12. Legal Management 13. Human Resources Management 14. Functional Management 15. Finance Management 16. Customers 17. Vendor & Business Partner

Portfolio Management Process • • • • Portfolio Process Management Interaction Portfolio Management Process Group Aligning Process Monitoring Controlling Process .

Identify Components Categorize Components Evaluate Components Select Components Prioritize Component 6. 5. Monitor Business Strategy Changes 10. Authorize Components 8. Review & Report Portfolio Performance 9.Portfolio Management Knowledge Area • Portfolio Governance 1. 3.Communicate Portfolio Adjustment • Portfolio Risk Management 1. Identify Portfolio Risk Analyze Portfolio Risk Develop Portfolio Risk Register Monitor & Control Portfolio Risk . 2. 4. 2. 3. Balance Portfolio Adjustment 7. 4.

4) Prioritize Components (4.3) Monitoring & Control Process Group Review & Report Portfolio Performance(4.1) Monitor Control Portfolio Risk (5.5) Balance Portfolio (4.4) Portfolio Risk Management Analyze Portfolio risks (5.7) Portfolio Governance Select Components (4.6) Authorize Components (4.2) Develop Portfolio Risk Responses (5.10) Communicate Portfolio adjustment (4.2) Evaluate Components (4.8) Identify Portfolio Risk (5.3) .9) Monitor Business Strategy Change (4.1) Categorize Components (4.Process & Knowledge Area Portfolio Management Process Group Process Knowledge Area Aligning Process Group Identify Components (4.

Project Portfolio Management Process Strategic Planning Process output: Current Strategic Plan Monitorin & Controlling Process Aligning Process Group Componet Procees Identify Components Categorize Components Evaluate Components Proritize Components Monitor & Control Portfolio Risk Conmponent Execution and Reporting Current Strategic Plan: •Goals definitions & Categories •Key Performance Criteria Capacity Definition Develop Portfolio Risk responses Review & Report Portfolio Performance Balance Portfolio Communicae Portfolio Adjustment Authorize Components Sellect Components Monitor Business Strategy Changes Identify Portfolio Risk Sigficance Change Analyse Portfolio Risk .

Aligning Process Group .

Identify Components .

portfolio and other works . program.Identify Components • Evaluating ongoing components and new components proposal against pre-determined portfolio and component definitions and related key descriptions • Projectting components that do not fit within the predetermined definition(s). such as project.and • Calssifiying identified components into predefined calsses.

Identify Components(Governance) Input • Strategic plan • Component definition • Component key descriptions • Inventory of all existing components Tools and technique • Documentation of all inventoried components based on key descriptors • Comparison of all inventoried components with component definition • Identification of components • Expert judgment Out puts • List of components • Key descriptions for each component • List of rejected components • New component proposals .

Component Register • • • • • • • • • Project ID number Project/Program Name Business case Brief Scope Strategic Objective to meet Key Deleiverables Estmated Duration Estimated Cost Resources Needed .

Categorize Components .

Categorize components • Identify relevants strategic categorize relevant components based on the strategic plan • Comparing identified to the categorization criteria. and • Grouping each components into only one category .

Categorize Components(Governance) Inputs Tools and technique Out puts • List of components • Key descriptors for each component • Category definitions • Categorization of components • Expert judgment • List of categorized components .

Evaluate Components .

and • Making recomendations for selection process .Evaluate Components • Evaluating components with scoring model comprising weighed key criteria • Producing graphical representations to facilitate decision making in the selection process.

Evaluate Components.(Governance) Inputs • • • Tools and technique • Scoring model comprising weighted key criteria Graphical representations. Expert judgment • • • • Out puts List of evaluated components Value score for each component Graphical representations Evaluation process recommendations Strategic plan List of categorized components Key descriptors for each component • • .

Evaluation Checks • • • • • • • • • Still meet objectives? Have risk exceed the plan? Still aligned with strategic obejctives/ Cost? Any unnecessary featured added? Resources effectiveness? Dependency with other project? Conflicts between components? Any Redundancy? .

IRR) Cost Resources Capacity .Ranks • • • • • • Strategic Value Ease of Implementation Market needs Financial benefit (ROI.

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SELECT COMPONENT .

Select Components • Comparing components to selection criteria • Selecting components based on the evaluation results. and • Producing a list of components for prioritization .

selected and rejected components Selection process recommendations • • • .Select Components. evaluated.(Governance) Inputs       Strategic plan List of evaluated components Value score for each component Graphical representations Organizational resources Evaluation process recommendations Tools and techniques • • Human resource capacity analyses Financial capacity analyses Asset capacity analyses Expert judgment • Out puts List categorized.

keuangan dan sarana • Selanjutnya proyek-proyek yang dipilih dilakukan proses prioritasi .Select Component • Memilih proyek dimana organisasi mampu melaksanakan dilihat dari kapasitas dan kapabilitas sumberdaya organisasi. sumberdaya manusia.

Concept or Needs Identified Sponsor Prepare Business case Review Proposal against Prequalification Submit Proposal to PMO Other Propos al Proposal Process Ranking and Selection PMO Review If Rejected by PMO Appeal & Sign off by GC Ranking Project Selection Project Charter Initiate Project Prequalification Standards Prequalification Template Prequalification Current TracK Project Performance PMO Review Strategic Tactical Planning Strategic Planning Process PPM Selection and Ranking Criteria Tactical Plan Buckets Risk Standard Financial Resources Delay or Terminate Develop PPM Process On Going PPM Executive Charter PPM Process Defined Change to PMO Select PPM Tools Select Integrated Tools Periodic One time PPM Organization Governance Council .

Identify Portfolio Risk .

Identify Portfolio Risk • Structural Risks • Components Risks • Overall Risks .

Identify Portfolio Risks-(Risk) Inputs • • Enterprise environmental factors List of categorized. evaluated. and selected portfolio components Organizational process assets Portfolio management plan Escalated component risks Tools and technique Out put • • • • • • • • Documentation reviews Information gathering techniques Checklist analysis Assumptions analysis Diagramming techniques • Portfolio risk register .

Analyse Portfolio Risk .

Analyse Portfolio Risk • Prioritizing identified Portfolio Risk .

Analyze Portfolio Risks-(Risk) Inputs • • Portfolio risk register Portfolio management plan Tools and technique • • Risk probability and impact assessment Risk combining and modeling techniques • • Out put Portfolio risk register updates Portfolio risk exposure charts .

Prioritizing Components .

and • Determining which components should recieve highest priority –against strategic goals? within portfolio .Prioritizing Components • Confirming the classification of components in accordance with pre determined strategic categories • Assigning scoring and weighted criteria for ranking components –against what?.

• Inputs • Prioritize Components(Governance) • Tools and technique • • • Weighted ranking Scoring techniques Expert judgment • • Out puts List of prioritized components within each strategic category Supporting documents to prioritized component list • List of selected components Selection process recommendations • .

Single Criterion Model .

Multiple Criteria .

Develop Portfolio Risk Response .

including lists of portfolio risks and probabilistik analysis. area(s) of the portfolio (component. their causes. etc) • Risk owners and assigned responsibilities • Outputs from Analysed Portfolio Risk process.Develop Portfolio Risk Response • Identified risk. • Specific actions to implement the chosen response strategy along with the identification of designated risk response owner • Symptoms and warning of the risk occurence • Budget and schedule components required for . their description.

Develop Portfolio Risk Responses-(Risk) Inputs • • • Portfolio management plan Portfolio risk register List of prioritized components within each strategic category Tools and technique • Out puts List of prioritized components within each strategic category Supporting documents to prioritized component list • • Response strategic selection Scenario analysis • .

Portfolio Balancing .

and • Identifying components to be suspended.Balance Portfolio • Adding new components that have been selected and prioritize for authorization • Identifying components that are not authorized on the review process. reprioritized. or terminated on the review process .

Balance Portfolio (Governance) Inputs • Tools and techniques Out puts • • • • • List of prioritized components within each strategic category Portfolio management criteria Portfolio management performance metrics Capacity constraints Portfolio rebalancing recommendations from reporting and review Portfolio risk register • • • • • • Cost benefit analysis Quantitative analysis Scenario analysis Probability analysis Graphical analytical methods Expert judgment • • • List of approved portfolio components Master list updates Approved portfolio component allocation updates .

.Balancing • • • • • • Purpose of Portfolio? Resources: Capacity vs demand? Current vs Future? Maximum value to business? Allocation of critical Resources? Resources & Project aligned with company’s objective? • Any redundancies? • Any immediate reaction needed: accelerate.

Portfolio Balancing using indicators .

Portfolio Balancing Menggunakan Kategori Strategi dan BU yang ditargetkan .

Communicate Portfolio Adjustment .

both for components included in and those excluded from portfolio • Acquiring stakeholders with the communications paln which may include review cycle. identifying variances and corrective action .Communicate Portfolio Adjustment • Communicating portfolio decisions to key stakehoders. and • Communicating expected and actual portfolio results. time lines etc.

Communication Portfolio Adjustment- (Governance)
• Inputs
• • • • • New criteria Strategic plan update Portfolio reporting and review outputs Organizational process assets Stakeholder expectations and requirements

• Tools and techniques

• Out puts
• Portfolio management roles and responsibilities document Portfolio management communication plan Portfolio communications

Communication requirements analysis

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Authorize Components

Authorize Components
• Authorizing selected components, deactivating, terminating components of the portfolio • Allocating resources to execute selected portfolio components • Reallocating budegt and resources from deactivated and terminated components and • Communicating expected results (e.g. Review cyccle, tiemline performance metrics, and required deliverables) for each selected

(Governance) Inputs • • • • List of approved portfolio components Component funding requirements Component resources requirements List of deactivated and terminated components Tools and techniques • • Portfolio management roles and responsibilities document Portfolio management communication plan Portfolio authorization process Out puts Additions to the active component inventory Component expectations updates Approved component resource allocations and expectations Excluded components Portfolio milestone • • • • • • .Authorize Components.

Monitoring and Controlling Process Group .

Monitor & Control Portfolio Risk .

as necessary. invoking the corresponding contingency plans • Monitoring residual risk • Reanalysing existing risk • Tracking changes in the stakeholder community .Monitor & Control Portfolio Risk • Keeping track of the identified risk including those on the watch list • Monitoring trigger conditions and.

Monitor Control Portfolio Risk –(Risk) • Inputs • • • • Tools and techniques • • Portfolio risk audits Variance and trend analysis Status meetings Portfolio risk reassessment • • • Out put Portfolio change requester Portfolio risk register updates Organizational process assets • Portfolio management plan Portfolio risk register Strategic goal achievement reporting Component data • • • .

Review and Report Portfolio Performance- .

or terminate specific compnents or to reprioritize . financial performance against portofolio control criteria adn organizational value and investment criteria • Reviewing expected impact of business forecats. and other ownership criteria against organizational governance standards • Review component priorities. risk. and capacity constraint on portfolio performance • Determine whether to continue with. accountability. dependencies. resource utilization. add to. expected returen. scope.Review and Report Portfolio Performance • Review components sponsorship.

and constraints Evaluations and selection criteria Key performance indicators (KPIs) updates Strategic goals and strategy Portfolio management criteria • Tools and technique • Out put • • • • • Directives regarding components Portfolio rebalancing recommendations Recommendations to business Refined selection criteria Key performance indicators (KPIs) updates Strategic goal achievement reporting • • • • • • • • • • Project / portfolio management system Financial reporting systems Performance measurement techniques Graphical representations Portfolio management resources Portfolio management performance variance / alert techniques • .Review and Report Portfolio Performance. controls.(Governance) • Inputs • • • • Component data Resource allocation and capacity data Environmental constraints Organizational governance standards.

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Monitor Business Strategy Changes- .

Monitor Business Strategy Changes(Governance) Inputs • • Tools and Technique • • • Expert judgment Criteria re-weighting Graphical representations Out put • New criteria Portfolio reporting and review Strategic plan update .

Scope Change Success Leadership Management Planning Monitoring Edisi 1 .