项目组合管理：工具和技术 Project Portfolio Management - Tools and Techniques.pptVIP

February 2003 Project Portfolio Management Project Portfolio ManagementTools and Techniques February 2003 Agenda Context and Portfolio Management Top-Down Bottom-Up Blended Categories of Metrics Value / Cost Performance Strategic Alignment Continuous Improvement Examples and Application Context and Portfolio Management Portfolio Management must be designed to fit the context, the environment Choose metrics that are meaningful Product vs. Operations Strategy Consider who is making the decisions Know the disposition of the decision makers Use what will work (even if it is not the best) Context and Portfolio Management Three styles of Portfolio Management * Top-DownStart with Strategic Objectives / Budgets Bottom-UpStart with Ideas, From Anywhere Blended Context and Portfolio Management Top-Down Bottom-Up Blended Categories of Metrics Value / Cost PerformanceSpending and returns across portfolio * Strategic AlignmentScoring against stated strategic objectives Continuous ImprovementBecause Portfolio Management works at all phases of the life cycle ** Categories of Metrics Top Performers across multiple industries use Strategy analytics the most Poor Performers across multiple industries use Financial analytics the most Top Performers use a good blend of portfolio analytics 78% of companies surveyed use Financial Categories of Metrics Value / Cost Performance Not always about ROI Points out where the company is spending Indicates returns that can be expected Can be used to compare how spending compares with company history or competitors Categories of Metrics Strategic Alignment Measures strategic fit of projects and portfolios with stated strategic objectives Requires subjective scoring Scores should be assigned by governing committee that makes go/kill decisions* Categories of Metrics Continuous Improvement Identifies level of “operational excellence” in the management of the portfolio* Less focused on what projects to choose More focused on ma