Portfolio & Programme Management (PPM)
[Pages:51]
Portfolio & Programme Management (PPM) Global Service Catalogue
July 2017 v1.1
PPM Global Service Catalogue 2017
What we do
Our service offerings:
Prioritise
1
What is PPM?
Portfolio Management
2
Programme Mobilisation
Execute
3
Programme / Portfolio Maturity
Assessment
How we do it
4
Hybrid Delivery
2/ 51
Realise
5
6
Programme Recovery
Benefits Management
12 Elements of Delivery Excellence
PwC Version 1.1 ? Released July 2017
Our Tools and Methodologies
User Guide
What is PPM?
NHS Digital ? Portfolio Management and Hybrid Delivery PwC
July 2017 3
What is PPM?
Portfolio Management
Programme Mobilisation
Maturity Assessment
Hybrid Resourcing
Programme recovery
Benefits management
Tools and Enablers
What is Portfolio and Programme Management?
4/ 51
We are a global team of Portfolio and Programme Management (PPM) professionals who specialise in designing and delivering complex transformation programmes.
"Our passion is helping our clients execute their strategy"
Our clients are dealing with unprecedented challenges driven by factors such as shifts in global economic power, demographic changes in an ageing population, the digital economy, and the emergence of global players disrupting traditional sectors.
As a result, our clients are need to deliver bigger, transformational change, and do so at a faster pace than ever before. At the same time, the cost of failure is increasing, and organisations cannot afford to deliver change programmes using the same old ad hoc approach and processes.
PwC's PPM capabilities have been developed to address the most frequent and significant challenges our clients face when approaching organisational change. We bring the best of our extensive experience, industry knowledge, tailored tools and templates, and specialised professional networks to help our clients prioritise their change activities, execute them effectively, and realise their benefits.
Our mission as a global team is to help our clients with: Choosing the right set of projects; effectively executing them; and realizing their benefits.
1495
PPM Professionals around the globe
What is PPM?
Portfolio Management
Programme Mobilisation
What is PPM?
Maturity Assessment
Hybrid Resourcing
Programme recovery
Benefits management
Tools and Enablers
5/ 51
Run the business
2
1
Change the business
Strategy & Corporate Governance
Alignment and
prioritisation
3
Portfolio Management
Measurement and
refinement
Measurement
4
and
re-balancing
Operate & Realise
5
Deployment and
acceptance
Programme & Project Delivery
High-performing enterprises
understand the relationship between
Portfoli'orunning' and 'changing' the business
Aligning strategy to project
selectionT, bheneefmitsoodpteiml tisoattiohne left shows the key factors and invesitnmetnhti.s relationship, anPdorthtfeolifoivMeaanraegaem s wenhtere
leading organisations fAofcuuncstitohnedierdiacattteedntotisoupnp.orting
delivery of a portfolio's aggregated
benefits through insightful reporting,
1 Changing versus running a
appropriate resource allocation and
2conMtroalscraondIncyflculiec nrec-epsrioritisation.
business
The differing considerations and
approaches necessary when
considering `Run the Business' and
`ChaPngreogthreamBumsineess' functions
Implementation of a set of
3
related projects or workstreams
Embtoededlinvegr Sbutrsianteesgsyoutcomes
The aanctdivbietineesfbitesh. ind successfully
embedding strategic imperatives
into the business
Changing external factors which impact the business (positively or negatively);
4
ProMgreaamsumrienMg aPnerafgoermmeanntce AapancrchodeTpfojieienaprthcvltnoeeltreoceraaneaswclcsstehftisccuaooieevonnnfssingtccssfytteuaorai.rrboornrynelddeiomnenttfotthgeeabeptrulrlmureinopcsfdisvfirnneeoiaidcergnnttesrigadsvavktemiehnsnmieebstieosliotoyrf
Project
delivering change
A short term set of activities to
5 deElimvebreodndeionrgmCohreaonugteputs in
accordance with a specific business
Project Project Project
caTshe.eAimpparotritcaunlat rpprorocejescstesmaanydoirnteractions to be considered when designing,
mcaoynnsotrtubcetipnagratnodf aemprboegdrdaminmg ceh. anges into business as usual
What is PPM?
Portfolio Management
Programme Mobilisation
What is PPM?
Maturity Assessment
Hybrid Resourcing
Programme recovery
Benefits management
Tools and Enablers
Run the business
Change the business
6/ 51
Change takes more than a project team and
a budget - high-perAfloigrnmmenitng organisations...
and
SCtorraptoegryat&e...Prioritisepritohrietiisratiponortfolio Governancteheir business strategy
andPaolritgfnoliiot to
Management
3
...Execute their programmes and projects to deliver the outcomes the need
Measurement
Measurement
and refinement
...Realise
every
benefit,
and4
emrbe-ebadalnadncing
benefits management in their organisation
Operate & Realise
Deployment and
acceptance
Programme & Project Delivery
Portfolio Aligning strategy to project selection, benefits optimisation and investment.
Portfolio Management A function dedicated to supporting delivery of a portfolio's overall benefits through insightful reporting and controls, appropriate resource allocation, and continued refinement.
Programme Implementation of a set of related projects or workstreams to deliver business outcomes and benefits.
Project A short term set of activities to deliver one or more outputs in accordance with a specific business case. A particular project may or may not be part of a programme.
Programme Management A central function to provide visibility and allow control of all programme or project activity being undertaken to achieve change.
Project Project Project
NHS Digital ? Portfolio Management and Hybrid Delivery PwC
Portfolio Management
1. July 2017 7
What is PPM?
Portfolio Management
Programme Mobilisation
Maturity Assessment
Hybrid Resourcing
Programme recovery
Benefits management
Tools and Enablers
Do you need to upgrade your portfolio management?
8/ 51
Portfolio Management
1
2
3
4
Your programmes are overstretched, underresourced, or off-track
Complex or large-scale changes are conflicting or impacting business as usual
You see variation in performance or outcomes at different sites or across
territories
Your pace of change needs to increase due to competition
or market changes
Of PMs say there is a coherent link between the programme's benefits, objectives and organisational strategy and vision
46%
Of PMs say that planned benefits are "always/often
achieved"
63%
Of PMOs report spending most of their time on simple reporting rather than more
strategic activity
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