Navigating Alignment: Drive forward and stay between the lines
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Navigating Alignment Driving Forward & Staying Between The Lines
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Transcript of Navigating Alignment: Drive forward and stay between the lines
NavigatingAlignment
Driving Forward& Staying Between
The Lines
Housekeeping Items
• 45 minute Live Presentation
• 15 minutes of Q&A
Please enter your questions in the Q&A box
• All lines are on mute
• Webinar is being recorded
Today’s Presenters
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Kristen Davis, VP Sales Consulting Innotas• PPM Industry Veteran & Thought Leader• HP, Mercury, Kintana, and Accenture
Mark Mullaly, PhD, PMP• President & Chief Organizational Therapist,
Interthink Consulting Incorporated
• SME Strategy Development & Execution
Maintaining Alignment Is Theoretically Simple…
Identify
Projects
Deliver
On The Plan
Define
Priorities
Realize
The Benefits
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Fundamental Challenge of Alignment
certainty
clarity
focus
responsive
nimble
dynamic
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versus
need
for
balance
Drivers Of Change• Strategy
– Shift in overall priorities of the organization
• Opportunity
– Newly identified requirement or need
– Newly presented project opportunity
• Need For Responsiveness
– Competitive pressure
– Regulatory expectation or requirement
• Further Elaboration
– New insights or understanding as a result of project work
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Not All Change Is Responded To In the Same Way
• Strategy Change
– Reformulation of prioritization criteria
– Reevaluation and restructuring of opportunities
• Opportunity, Responsiveness or Elaboration
– Prioritization of new project priorities
– Assessment of capacity to deliver
– Determination of appropriate response
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Not All Change Requires Response
• Should We Do It?
• How Should We Do It?
• When Should We Do It?
• How Much Should We Do?
• What Happens If We Stick With Our Plan?
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Strategies For Managing Realignment
• Have An Amendment Process
• Schedule Reprioritization Reviews
• Consider Reprioritization Consequences
• Reserve Capacity For Change
• Scenario-Test Changes To Priority
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Have An Amendment Process
• Consciously Design How Plans Will Be Revised– Formally evaluate new opportunities
• Amendment Should Replication Normal Prioritization & Planning Approach– Priorities scored using same criteria– Determination of relative priority– Reassessment of status in light of financial and resource
capacity
• Act Only If Initiative Would Have Been 'Above The Line'
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Schedule Reprioritization Reviews
• It Is Easy To React To New Opportunities– Perception of urgency and importance
• Challenge Of Maintaining Focus & Commitment– Maintaining emphasis on already identified initiatives
• Schedule Reprioritization Reviews– Ideally quarterly
• No more frequently than monthly
– Accumulate potential opportunities– Review all new opportunities simultaneously
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Consider Reprioritization Consequences
• When New Opportunities Are Higher Priority– Different approach depending on whether previous
priorities are already underway– In all instances, requires adjustment to available capacity
• Where Projects Are In Flight:– Consider consequences of delaying or cancelling– May be preferable to continue to completion– Defer new opportunity in favor of finishing existing work
• For Projects Not Started:– Manage expectations and consequences of deferral
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Reserve Capacity For Change
• Rather Than Reprioritizing/Moving Previous Priorities– Maintain reserve financial and resource capacity
• In Other Words, Plan To Less Than Capacity– Allow flexibility to respond as new priorities emerge– Magnitude of change in previous years can provide some guidance in
appropriate margins
• Backload Capacity To Later In The Year– Focus on highest priority initiatives as early as possible
• Capacity Will Not Always Be Utilized By New Opportunities– Focus needs to be on highest priority initiatives– Regardless of when they were identified
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Scenario-Test Changes In Priority
• Consider Multiple Possible Approaches– What happens if we stick to our plan?– What happens if we revise our plan?– Can we stage-in how we address new opportunities?– Can we scale back how we address current priorities?
• Consider Implications Of Each Scenario
• Not A Question Of One Best Answer– How can the organization best succeed in multiple possible
futures?
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Managing Realignment Requires Commitment & Focus
• Allowance For Change– And the courage to stay the course when necessary
• Critical Capabilities In Managing Realignment– Process to manage changes
– Cultural and leadership expectations• Allow for and discuss the impacts of change
• Stay focused on weighing relative priorities
– Systems and support to manage• Evaluate changes
• Enable what-if analysis and exploration of scenarios
• Manage implications of changes in priority, focus and capacity
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Innotas © 2015
Cloud Portfolio Management For Visibility & Alignment
Project Portfolio Management (PPM)
Application Portfolio Management (APM)
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Resource Management
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Innotas © 2015
Support
Redefining the Planning & Aligning Process
Line of Business
Operational
Strategic Initiatives
Applications
New Product Development
Service Tickets
InnovationInfrastructure
Regulatory / Compliance
Situation:
Large Number of
Projects & Requests
Challenge:
Limited Resources
& Budget
Opportunity:
Improved Accuracy
Better Alignment
Increased Agility
Innotas © 2015
Predictive Portfolio Analysis™ (PPA)
Real benefits for your organization:
• Better alignment to business goals
• Increase business agility
• Provide realistic expectations
Plan and re-plan your optimal project and
resource roadmap – within minutes
• Recommends & schedules the highest value
portfolio
• Centered on organizational resource & budget
constraints
• Predictive analytics for maximum accuracy
Contact Us
Innotas
• Phone: +1 866-692-7362
• For questions or a Demo, send an email to: [email protected]
• Twitter: @Innotas
Mark Mullaly
• Phone: +1 416-971-3335
• Twitter: @markmullaly
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