Project Portfolio Management
Managing millions of moving parts
Empowered by the forces transforming business today—analytics, mobile, social, cloud and cyber—CIOs and other senior executives are juggling an ever-growing portfolio of projects, ranging from long-term strategic initiatives to simply keeping the lights on. Many say the pressure for accountability and performance has never been higher.
Unfortunately, in light of this pressure, some leaders are still essentially blind to what happens in their organizations. They rely on their direct reports to provide project updates that are often sourced from suspect spreadsheet-based reports. Lacking a consolidated, current view of their entire project portfolio, these leaders are often frustrated by their constrained ability to monitor and direct work. This is where Project Portfolio Management (PPM) may help.
Deloitte’s PPM practitioners work with CIOs, CFOs and other senior leaders to develop the capabilities—people, processes and tools—needed to effectively manage portfolios of diverse, complex projects. Learn more about the offering.
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Meet our people
- Chris Garibaldi, Principal, Deloitte Consulting LLP
- Rob Garvey, Director, Deloitte Consulting LLP
Running like clockwork
PPM is designed to provide leaders with a clearer insight into the alignment, status and resources required to move their organizations forward, helping them to make strategic adjustments as needed. By enhancing their ability to consistently deliver results across their entire project portfolio, leaders can gain credibility in their interactions with stakeholders spanning the enterprise, including internal customers, C-suite executives and board members.
How we can help
Deloitte’s PPM practitioners work with CIOs, CFOs and other senior leaders to develop the capabilities—people, processes and tools—needed to effectively manage portfolios of diverse, complex projects. With decades of experience supporting global business and IT leaders, Deloitte provides a broad approach to project portfolio management, streamlining and integrating these activities:
- Demand management. Improve effectiveness and efficiency of receiving, evaluating and prioritizing work requests from internal customers.
- Project/program management. Enhance many aspects of individual project management—progress, resources, risks, issues, financials, scope and quality—from initiation through execution and closure.
- Results management. Manage, track and report project results against the approved business case.
- Portfolio management. Help eliminate silos, gain insight and improve decision making by providing a consistent, timely view across all projects, both large and small. Constantly reassess and improve processes, including governance, resource management and financial management.
Project Portfolio Management can give senior leaders insight into the many projects underway across their organizations, enhancing their ability to monitor, control and make intelligent adjustments to help fulfill their strategic goals. Potential benefits include:
- Increased command of the overall organization at many different depths
- More credibility and increased accountability to stakeholders
- Enhanced ability to make timely, strategic cuts and adjustments when needed
- Greater capacity to meet objectives for multiple projects, on time and on budget
Four ways to get more value now
Here are some steps you can take toward transforming your organization into one that consistently delivers on its project commitments.
Demand Management: Inventory the demand on your organization and work to understand the strategic alignment of the demand and how it may draw on your organization’s capacity.
In-Flight Project/Program Management: Do not focus on project management minutia in the beginning. Instead, create an inventory of in-flight initiatives and collect high-level information from each initiative (duration, health, strategic alignment, etc.).
Resource Management: Create an inventory of resources and group them by known parameters (functional group, location, department, etc.). Avoid the urge to track skills for each resource.
Initiate Portfolio Management Discussions: With a command of the information listed above, engage those you serve in intelligent conversations about the work you are currently delivering and how you could address current demand through a number of scenarios. The scenarios can be constructed using demand, in-flight and resource information.
Project Portfolio Management in action
In response to a CEO’s questions about the global company’s IT costs, one CIO was asked to justify IT expenditures by producing monthly bills itemizing services provided to each business unit by country.
The CIO came to Deloitte for help in implementing a mature PPM solution that could allow the IT organization to produce the bills by tracking labor, assets and expenses. The team engaged advocates within the business units to provide support for the new reporting processes. As a result, the monthly IT bills were accepted and respected by C-suite and business unit leaders as an intelligent way to understand the value of IT projects.
Over several years, the IT organization saved material dollars as a result of transparent project portfolio discussions with the business. The visibility provided by PPM provided the insights needed to negotiate the outsourcing of many IT services, further reducing costs.
As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.