During The PMO Conference Chris Garibaldi presented Deloitte’s Project Portfolio Management framework. After the conference Chris sent me a copy of the book he wrote in 2015 together with Jason Magill, Matthew Ku, Michael Ravin and Christopher Martin. In this post you find a review of this book: PPM! Manage Your Organization Masterfully with Project Portfolio Management. The document is divided into seven chapters explaining the value, the PPM framework, PPM maturity, PPM transformation, PPM implementation, PPM technology and their view on PPM’s future.
Chapter 1 explains the value of PPM, why do we need to have PPM. The value can be found in the following areas: portfolio alignment (doing the right projects), in-flight portfolio health (will the projects deliver value), business partner culture, and the gift of time (efficient PPM processes, management oversight).
The second chapter explains Deloitte’s PPM framework in detail. In the model, the PPM “Racetrack”, you see four primary capabilities: Demand Management, Project/Program Management, Result Management and Portfolio Management (Resource Management, Financial Management and Governance). All four capabilities complement each other through a cyclical flow of information.
Chapter 3 puts the PPM Maturity in the spotlights by using Deloitte’s D.MAP PPM Assessment Steps and Roadmap Development. The model starts with a current state assessment followed by a gaps and future needs identification resulting in a future state incremental roadmap. In the assessment the five capabilities (resource management is now seen as a separate one in comparison with the four capabilities of the PPM framework) are being analyses. Like many maturity models we see five maturity levels (initial/ad hoc, defined, managed, measured and optimised).
The PPM transformation is explained in chapter 4. Without organisational adoption of the PPM framework you will not get the benefits. Key are the people.They are the users, suppliers and benefactors of PPM. In this chapter the authors give you an oversight of concerns and perceptions of project managers and project participants, concerns from program managers and resource managers as well as requirements and conditions to be understood and supported by executive leaders. The chapter ends with some scenarios encountered by frustrated clients: heeding the dashboard luring call, sending a less-seasoned to do a senior leader’s job, you can worry about organisational adoption tomorrow, you just want something that comes out of the box, and ignorance is a bliss.
Chapter 5 describes what a PPM implementation entails by using a case study. The following steps are explained:
- Implementation project leadership and sponsoring team;
- Implementation work plan;
- Organisational change;
- Process and functional thread (using conference room pilots);
- Deep technical thread.
In chapter 6 we get an eight step approach for a long-patch PPM tool selection.
The final chapter elaborates a little bit on PPM’s future, being self-evident due to the value it brings.
The document gives a good overview of Deloitte’s Project Portfolio Management framework.What I miss is some advice how to cope with business agility, many organisations are implementing permanent agile trams using scrum, kanban, devops etc. How to give the work these self organising teams have to perform a place in this PPM framework. This is at this moment also lacking in industry best practices like Management of Portfolios (MoP, Axelos) and The Standard for Portfolio Management (PMI). A comparison with these methods could be valuable too.
A first comparison from my side:
|Deloitte’s PPM||Management of Portfolios (MoP)||Standard for Portfolio Management|
|Demand Management||Portfolio Definition Cycle
Principle / Strategy Alignment
|Process Groups: defining, Aligning
Knowledge Area / Portfolio Strategic Management
|Project/Program Management||Portfolio Delivery Cycle / Management Control||Process Groups: Authorizing / Controlling
Knowledge Area / Portfolio Performance Management
|Result Management||Portfolio Delivery Cycle / Benefits Management||Process Groups: Authorizing / Controlling|
|Portfolio Management||Resource Management||Portfolio Delivery Cycle / Resource Management||Process Groups: Authorizing / Controlling|
|Financial Management||Portfolio Delivery Cycle / Financial Management||Process Groups: Authorizing / Controlling|
|Governance||Portfolio Delivery Cycle / Organizational Governance
Management Principle / Governance
|Knowledge Area / Portfolio Governance Management|
|Unclear if it’s covered by Deloitte’s PPM||Portfolio Delivery Cycle: Stakeholder Engagement / Risk Management
Principles: Senior Management Commitment / Energized Change Culture / Portfolio Office
|Knowledge Area / Portfolio Communication Management / Risk Management|