HOUSTON, TX, USA | 5–8 NOVEMBER 2017

#PMOSym

PMO17BR306

Delivering Strategy in a Changing Environment Through Effective Portfolio Management

Tasha Sawchuk, Senior Manager, Group Programs & Projects

Etihad Aviation Group

Agenda

2

1. Brief about Etihad

2. Key objectives of the Group Programs & Projects Department

3. PMO structure

4. Overview of portfolio management in Etihad Airways

5. Managing the changing environment through portfolio management

6. Action plans for leaders

The Group Programs & Projects Team Ensures Strategic Alignment

and Maximum Return on the Etihad Portfolio of Change Initiatives

4

KEY OBJECTIVES

1. Build and sustain mature portfolio, program and project management

capability across the group

2. Provide accurate and timely information to facilitate leadership decisions on

prioritization, risk management and deployment of resources across the

portfolio of change initiatives

3. Support the business and project management community to deliver programs

and projects within time, cost and quality constraints

MEASURES OF SUCCESS

1.Benefits realization

2.Return on investment

3.On-time delivery

Group Programs

& Projects (PMO)

The PMO is well positioned...

Ensures business investment is spent

on the things that deliver strategic

outcomes

Is immune to divisional

agendas

Group CEO

Able to escalate to C-level and Board for decisions, priorities, risks,

issues and changes to the portfolio.

How Is the PMO Set Up to Support Strategy Execution?

Portfolio Management

Best Practice & Continuous Improvement

Methodology & Reporting

(Governance, Process &

Procedures)

Portfolio Management:

• Portfolio selection

• Portfolio prioritization

• Portfolio funding

• Portfolio success factors (benefits performance)

Methodology:

• Governance models (waterfall, agile)

• Templates, tools, standards

• Executive reporting

Best Practice and Continuous Improvement:

• Mentoring and coaching

• Lessons learned

• Project quality standardsProgram/Project

Delivery

Principles Used for Portfolio Management

Underpinned by……

How Does Portfolio Management Work in Practice?

Showing the Success for Portfolio Management

Group Programs and Projects provides real-time reporting to the portfolio management

team to support executive decision making

Prioritization of new initiatives against existing portfolios

Budget and benefits

Schedule deviations

Areas of Focus Linking to the Success of Portfolio Management

Release Notes

communicate new Innotas

functionality to end users

and stakeholders

Building a PM Network:

PM Champions 2016

The Project Management

Capability Pathway

PME participants practice using

a product breakdown structure to

define project scope.

Continuous Improvement

Enhancing the Etihad P3 ModelPortfolio, Program and Project Management

Frameworks

Training drives

improvement across

all 10 Knowledge

Areas

Results of Portfolio Management

Group Programs and Projects provides monthly KPI updates

Return on investment

Benefits performance

Schedule performance

ROI

70%

24%

+46%

NOW

THEN

+35%

19%

-16%

BENEFITS

60%

40%

+20%

SCHEDULE

As a business leader and sponsor of several critical and strategic projects, I am focused on maximizing business performance and am concerned with ensuring my team have the tools and ‘know how’ to get results.

I see a need for good governance to ensure we remove or reduce the risks to our business and at the same time our processes need to enable rather than slow the pace of positive change.

The PMO have been able to strike the right balance with portfolio management, as it has allowed my team to have regular and focused discussions on what matters most, provides us with clear informationon what is going well and where we need to improve and support the project to deliver.

I now have a better understanding and more confidence that what my team are working on will be the things that support our strategic goals and KPIs.

So what do they say?

“

”

Peter Baumgartner

CEO Etihad Airways

Managing a Changing Environment

1. Keep dialogue continuous to ensure strategic alignment• In the case of Etihad, a portfolio management meeting was established

2. Ensure the validation of strategy is continuous by aligning and prioritizing

Strategy Realization

Business Area

Review and

Definition

Measure Benefits

• Alignment and Prioritization

• Measurement and Re-balancing

Consolidated

Reporting

Project

Reporting

Corporate Common Process

Confirm Plan to Actual

Project Ideas

Strategy

Action Plans for Leaders

1. Executive commitment: challenging, but true

2. Mature project management in place

3. Determine strategic alignment of programs and projects

4. Show progress against strategic objectives quickly; don’t wait until delivery

The journey of establishing portfolio management is continuous… the journey never ends.

Some critical first steps are the following: