integrating the project portfolio management and · pdf fileintegrating the project portfolio...

George Papoulias CGEIT. ITIL Expert, PRINCE2 Prac;;oner, CRISC, CISA

Senior Project Manager Na;onal Bank Group

Integrating the Project Portfolio Management and Service Portfolio Management: The Governance of

Enterprise IT Perspective

6th ITSMF SEE Conference 18/04/2013 George Papoulias Senior Project Manager Na;onal Bank Group

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CONTENTS

TYPES of GOVERANCE

GOVERNANCE IN COBIT5

COBIT5 & MANAGEMENT PROCESSES

STRATEGIC COMPONENTS OF A LOGICAL ORGANISATION STRUCTURE FOR AN IT SERVICE PROVIDER

THE SERVICE PORTFOLIO MANAGEMENT PROCESS

BUSINESS CHANGE GOVERNANCE

THE PROJECT PORTFOLIO MANAGEMENT PROCESS

INTEGRATING THE PROJECT MANAGEMENT & SERVICE MANAGEMENT

CONCLUSION


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TYPES OF GOVERNANCE

Corporate Governance

Project/Program PorRolio

Governance

Service Governance

Governance of Enterprise Informa;on Technology Economic and

Financial Governance

Environmental Governance


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THE COBIT 5 FRAMEWORK

COBIT 5 provides a comprehensive framework that assists enterprises to achieve their goals and deliver value through effective governance and management of enterprise IT.

Governance of Enterprise Informa;on Technology


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ENABLERS

RESOURCES

COBIT 5 PRINCIPLES & ENABLERS

Source: COBIT® 5, figure 2. © 2012 ISACA® All rights reserved.

COBIT5 PRINCIPLES

Mee;ng Stakeholder

Needs

Covering the Enterprise End-‐to-‐end

Applying a Single

Integrated Framework

Enabling a Holis;c Approach

Separa;ng Governance

from Management

1. Principles, Policies and Frameworks

2. Processes 3.

Organiza;onal Structures

4. Culture, Ethics and Behavior

5. Informa;on 6.Services,

Infrastructures and Applica;ons

7. People, Skills and

Competencies

PRINCIPLES



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MANAGMENT

GOVERNANCE (AND MANAGEMENT) in COBIT5

PLAN BUILD RUN MONITOR

GOVERNANCE EVALUATE

DIRECT MONITOR

Business Needs



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GOVERNANCE in COBIT5


The COBIT 5 process reference model subdivides the IT-related practices and activities of the enterprise into two main areas—governance and management—with management further divided into domains of processes


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COBIT5 & IT SERVICE MANAGEMENT



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COBIT5 & PORTFOLIO/PROGRAMME/PROJECT MANAGEMENT



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STRATEGIC COMPONENTS OF A LOGICALORGANISATION STRUCTURE FOR AN IT SERVICE PROVIDER

IT Steering Group

Project Management Office (PMO)

Business Rela;onship Management

Service Management Office (SMO)

Process, Role or Function

Advocate of the customer (External/Internal)

Source: Figure 6.12, Service Strategy, ITIL v3 ® All rights reserved.


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PROCESSES & FUNCTIONS COORDINATED BY THE SERVICE MANAGEMENT OFFICE (SMO)

SERVICE MANAGEMENT OFFICE (SMO)

Service Strategy Processes

Service Design

Processes

Service Transi;on Processes

Service Opera;on Processes


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Service Strategy Processes

Strategy Management for IT services

Service PorRolio

Management

Financial Management for IT Services

Demand Management



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Service Design

Processes

Design Coordina;on

Service Catalogue

Management

Service Level Management

Availability Management

Capacity Management

IT service Con;nuity

Management

Informa;on Security

Management

Supplier Management


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Service Transi;on Processes

Transi;on Planning and Support

Change Management

Service Asset and

Configura;on Management

Release and Deployment Management

Service Valida;on and Tes;ng

Change Evalua;on

Knowledge Management


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Service Opera;on Processes

Event Management

Incident Management

Request Fulfillment

Problem Management

Access Management


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SERVICE PORTFOLIO

THE SERVICE PORTFOLIO

Service Pipeline

Service Catalogue

Re;red Services

Configura;on Management System

Project PorRolio

Applica;on PorRolio

Customer PorRolio

Customer Agreement PorRolio

Supplier & Contract

Mgmnt Inf. Sys.

CMDB



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SERVICE LIFECYCLE CATEGORIES



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SERVICE PORTFOLIO MANAGEMENT PHASES

Define

Analyze

Approve

Charter

Other Service Management Processes

Con;nual Service

Improvement


Strategy Management

Process IniEaEon • Services

• Business Cases

• Value Proposition

• Prioritization

• Change Proposal

• Authorization

• Communication

• Resource Allocation


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SERVICE PORTFOLIO MANAGEMENT PROCESS



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DEFINE PROCESS

Existing Service

Define Impact on Service Model

Define Impact on Service Portfolio

Define Service Model

Define Service, Customer, Business

Outcome

Service Model

Service, Project Contract, Customer,

and Application Portfolio

Yes No

Strategic Initiative

Request from Business

Service Improvement

Service Suggestion


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Define Process

Approve Process

ANALYZE PROCESS

Articulate Value Proposition

Analyze Investments, Value, and Priorities

Service Portfolio (service

Architecture Board)

Business Case

Service Model


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Analyze Process

Business Case

Charter Process

APPROVE PROCESS

Service Feasible of

Service to be Retired

Notify Stakeholders and Update Service

Portfolio

Yes

No

Change Management

Change Proposal

Change Proposal

Authorized

No

Yes Service Charter


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Approve Process

Analyze Process

CHARTER PROCESS

Communicate with

Stakeholders

Service Design and Transition

Service Successful?

Service Charter

Project PorRolio

Track Progress and Update

Service Portfolio

Analyze Investments, Value, and Priorities

No

END Yes

Approve Process

Notify Stakeholders and Update

Service Portfolio


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RUN THE BUSINESS, CHANGE THE BUSINESS

Figure 1,1, P3O® is a Registered Trade Mark of the Cabinet Office. © Crown Copyright 2008 Reproduced under license from the Cabinet Office

RUN THE BUSINESS

• Business as Usual

CHANGE THE BUSINESS

• PorRolio Management

STRATEGIC OBJECTIVES

Managing Benefits

Managed Programmes & Projects


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BUSINESS CHANGE GOVERNANCE

•  Are we getting things done well

•  Are we doing things the right way

•  Are we getting the business benefits

•  Are we doing the right things

Business Change Strategy

Business Change Value

Business Change Delivery

Business Change Design

Doing the right programmes and projects

Doing the programmes and projects right

Validation

Verification

Figure 2,1 P3O® is a Registered Trade Mark of the Cabinet Office. © Crown Copyright 2008 Reproduced under license from the Cabinet Office

Project Management Office (PMO)


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PROJECT PORTFOLIO MANAGEMENT GROUPS


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CORE PPM PROCESS OVERVIEW


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PROJECT PORTFOLIO MANAGEMENT PROCESS

Vision, Mission, Strategic Plan

Strategic Planning

Opera;ons PorRolio Management

Project/ProgrammeManage

ment

PorNolio Performance Review

IdenEficaEon, CategorizaEon, EvaluaEon, SelecEon, PrioriEzaEon, And authorizaEon of PorNolio Components

Project/ Programme Performance Review

Delivering Completed Project/Program me to OperaEons

Project/ Programme Requests

Project/Programme Management Processes

Source: PMI Portfolio Standard, PMI, 2006 pp16, All rights reserved.


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2 Gate 1-‐Approve project

proposal?

1 Create Project

Proposal

5 Develop Business

Case

10 Review Project

9 Implement & Manage Project

11 Realize Benefits

12 Close Project

Project/Programme Portfolio Management Process who Input Output

Gate 1 Gate 2 Project Reviews Gate3

4 End/Suspend or Replan PP/BC

6 Gate2-‐

Authorize Implementa;on?

7 Analyze PorRolio & Recommend

Project Priori;es

8 Priori;ze Project PorRolio

Portfolio/ Program/ Project

Management Office (PMO)

Decision Board

Business Leaders, Sponsors

Finance

Processing

Budgeting Process

Project Idea, Project

Guidelines, Project Status,

Budgets, Financial

Assumptions, Risks,

Resources, Results,

Benchmark Results, Polices,

Procedures, Standards

Project Decision Criteria, Project

Guidelines, Strategic

Plans, Budgets, Mergers,

Acquisitions & Divestitures

Market, Industry Trends,

Process Tools, Templates &

Guides

Yes

Yes

No No Yes

3 Incorporate into Budge;ng Process


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CONCLUSION

It is to the best interest of Organizations, in order to obtain better results and achieve superior quality of services to better integrate service management objectives and culture with those of traditional project/programme management.


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Q & A

George Papoulias

Na;onal Bank Group

+30 210-‐3578506

[email protected]

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