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www.pwc.comPortfolio & ProgrammeManagement (PPM)Global Service CatalogueJuly 2017v1.1
2/ 51PPM Global Service Catalogue 2017What we doOur service offerings:PrioritiseWhat ammeMobilisationProgramme /Portfolio enefitsManagementHow we do it12 Elements ofDelivery ExcellencePwCVersion 1.1 – Released July 2017Our Tools andMethodologiesUser Guide
What is PPM?NHS Digital – Portfolio Management and Hybrid DeliveryPwCJuly 20173
What efitsmanagement4/ 51Tools andEnablersWhat is Portfolio and Programme Management?We are a global team of Portfolio and Programme Management (PPM) professionals whospecialise 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 disruptingtraditional sectors.As a result, our clients are need to deliver bigger, transformational change, and do so at a faster pace than ever before. Atthe same time, the cost of failure is increasing, and organisations cannot afford to deliver change programmes using thesame old ad hoc approach and processes.PwC’s PPM capabilities have been developed to address the most frequent and significant challenges ourclients 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 ourclients 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.1495PPM Professionalsaround the globe
What efitsmanagement5/ 51Tools andEnablersWhat is PPM?Run the business1Change the businessHigh-performing enterprisesunderstand the relationship between'running' and 'changing' the businessPortfolio2Aligning strategy to projectselection,Thebenefitsoptimisationmodelto theand investment.Strategy &CorporateGovernanceleft shows the key factorsin this relationship, andthe fiveareas wherePortfolioManagementA functiondedicatedto supportingleading organisations entandre-balancing35Operate &RealiseDeploymentandacceptanceProgramme& ProjectDeliveryChanging versus running abusinessThe differing considerations andapproaches necessary whenconsidering ‘Run the Business’ and‘Changethe Business’ functionsProgrammeImplementation of a set ofrelated projects or workstreamsEmbeddingto deliver Strategybusiness outcomesand benefits.The activities behind successfullyembedding strategic imperativesinto the business5delivery of a portfolio's aggregatedbenefits through insightful reporting,appropriate resource allocation and2controlsandInfluencescyclic re-prioritisation.MacroChanging external factors whichimpact the business (positively mentA central function to provide visibilityThe necessary metrics andand allow control of all programme orprocesses for determining theproject activity being undertaken tofitness of current businessachieve change.operations and the effectiveness ofdelivering changeProjectA short term set of activities todeliverone or moreoutputs inEmbeddingChangeProjectProjectProjectaccordance with a specific businessTheAimportantandorinteractions to be considered when designing,case.particularprocessesproject mayconstructingchanges into business as usualmaynot be partandof aembeddingprogramme.
What efitsmanagement6/ 51Tools andEnablersWhat is PPM?Run the businessChange the businessChange takes more than a project team anda budget - high-performingorganisations AlignmentPortfolioAligning strategy to projectselection, benefits optimisationand investment.andStrategy & Prioritiseprioritisationtheir portfolioCorporateGovernancetheir business strategyandPortfolioalign it toManagement3Portfolio ManagementA function dedicated to supportingdelivery of a portfolio's overall benefitsthrough insightful reporting andcontrols, appropriate resourceallocation, and continued refinement. Execute their programmes andprojects to deliver the outcomes the needMeasurementMeasurementandrefinement Realise4andevery benefit, and embedre-balancingbenefits management in their organisationOperate &RealiseDeploymentandacceptanceProgramme& ProjectDeliveryProgrammeImplementation of a set ofrelated projects or workstreamsto deliver business outcomesand benefits.ProjectA short term set of activities todeliver one or more outputs inaccordance with a specific businesscase. A particular project may ormay not be part of a programme.Programme ManagementA central function to provide visibilityand allow control of all programme orproject activity being undertaken toachieve change.ProjectProjectProject
Portfolio ManagementNHS Digital – Portfolio Management and Hybrid DeliveryPwC1.July 20177
What efitsmanagement8/ 51Tools andEnablersDo you need to upgrade your portfolio management?Your programmes areoverstretched, underresourced, or off-trackComplex or large-scalechanges are conflicting orimpacting business as usualOf PMs say there is a coherent linkbetween the programme’s benefits,objectives and organisationalstrategy and visionPortfolio 1 2 3 4ManagementYou see variation inperformance or outcomesat different sites or acrossterritoriesYour pace of change needs toincrease due to competitionor market changes46%63%Of PMs say that plannedbenefits are “always/oftenachieved”Of PMOs report spendingmost of their time on simplereporting rather than morestrategic activity
What efitsmanagementTools andEnablersThe portfolio management lifecycle1 - Portfolio Mobilisation:2 - Portfolio Management Design:3 - Data PreparationTranslate strategy into action.Setting up for success.Getting to know you better.We build a holistic view of changeand investment across yourorganisation, work with you todetermine priorities, and beginengaging stakeholders.We work with you to design theportfolio management function withthe right processes and controls,unblocking organisational issues thatmay jeopardize delivery along the way.We work with your key contributorsfrom across the organisation and usetheir input to build a holistic view ofthe portfolio. We look at planned andactive projects for their contributionto delivering your strategy.4 - Portfolio Assessment5 - Portfolio Recommendation6 - Operate PortfolioTest and refine the ‘to-be’ portfolio.Making the right decision.Maintain and deliver.Using the date we’ve gathered, wemodel the impacts of various changeoptions for you to review. Then wehelp you build a functional portfoliothat delivers value and helps youachieve your ambitions.We present our finalrecommendations and help you builda plan for communication anddelivery of your ‘to-be’ portfolio.Your change function is now fullyaligned to your day-to-day businessand organisational strategy, withcontinual assurance and learningbuilt into the portfolio.Your Issues:Benefits to you:Increased competition and market pressureStrong governance supported by the right informationLack of skilled resources for projectsEngaged stakeholdersIncreasing risk across the businessFewer barriers to effective communicationNew leadership or strategic visionManaged risks, issues and opportunitiesChallenges delivering change across a global organisationA whole-organisation approach to assurance and learning.9/ 51Portfolio 1 2 3 4Management
What efitsmanagement10/ 51Tools andEnablersPortfolio 1 2 3 NDATIONSOPERATEPORTFOLIO Define portfoliogovernance Assess current landscape Categorise activities Draft portfolio blueprint Interview key personnel Share portfolio baseline Performance monitoringand reporting Establish portfoliomanagement office Collect relevant portfolioand business data Portfolio optimisation Presentrecommendations Embed assurance andlearning12MOBILISATIONMANAGEMENTDESIGN Develop vision andconfirm strategy andobjectivesDATAPREPARATION Data modelling andanalyticsMomentsthat matter Establish project scopeand delivery plan3We work with you and keystakeholders to establish aclear vision, underpinnedby your organisation’sstrategy and objectivesYour key stakeholders arebought into the change anda foundation of strongportfolio governance is inplaceWe engage a range ofyour staff from all areasand develop complete ‘asis’ and ‘to-be’ views ofyour portfolio based ontheir inputEarly and often, we modelvarious change options andshare the outputs with you,helping you agree on aforward viewWe present our final list ofrecommendations,supported by a clear planfor delivery andcommunicationYour ‘change the business’and ‘run the business’functions are aligned, andcontinual assurance andlearning are built into yourportfolioWhatyou get:CoreactivitiesOur approach to upgrading your portfolioMomentum andenthusiasm for change,underpinned by a clearplan and strategic visionA mobilised, robustportfolio managementofficeAn agreed, unambiguousview of your currentportfolio and options forimprovementClear visualisations ofwhat the future could looklike, with effects andimpacts modelledA final list of keyrecommendations, and ablueprint for achievingthem.A fully-aligned, sustainableand smooth-runningportfolio.
What efitsmanagement11/ 51Tools andEnablersPortfolio 1 2 3 4ManagementWhat does working with PwC feel like?Portfolio optimisation for a Major UK BankWhy PwC?Client issuesClient was 18 months intoa major transformationprogramme. However,due to internal challenges,the portfolio was:Uncontrolled No link to strategyWeak governancePoor business casesScarce delivery resourcesOversized Mix of “must-do” and“could-do” projects Change demand almost50% of FY14 RevenueProject objectivesWe understand what makes business transformation programmessuccessful: from programme delivery structures and businessengagement models to key technical issues and ongoing learning andimprovement.We are committed to sharing our knowledge and experience withyour team, to compliment your existing capabilities and propel you tothe next level of Portfolio delivery.1. Assess current project inventory for business viability and strategic fit.2. Create the right framework to evaluate and prioritise projects based on holistic criteria.3. Develop the best-fit project approach to deliver change over the next 3 years.4. Build buy-in from stakeholders across the bank for the new, realigned portfolio.Engagement factsOur approach1Agree new frameworkfor evaluating andprioritising projects2Establish a baseline ofavailable resources,change demand, andprojected outcomes3Re-assess the portfolio,challenge businesscases, and build a new,aligned portfolioBenefits to our client Reduced overall portfolio size by 40% Portfolio is now closely aligned to strategic objectives and with agreed, robust criteria, with acritical path of “must-do” change universally understood. Achieved agreement amongst the Bank leadership on the revised size and funding of thechange portfolio.Duration11 weeksTerritoryUnited KingdomKey outcome:A portfolio that delivers strategicchange, sustainably and effectively.For furtherinformation on thisoffering, Click Here
Programme Mobilisation2.PwCJuly 201712
What rityAssessmentHybridResourcingProgrammerecoverySet out in the right direction BenefitsmanagementTools andEnablers13/ 51Programme Mobilisation 1 2 3 4
What efitsmanagement14/ 51Tools andEnablers with effective Programme MobilisationIn anutshell:Programme Mobilisation sets the shape and pace of your programme and ensures the 12 Elements of Delivery Excellence areembedded, pointing the programme in the right direction from the outset.Momentsthat matterPurposeOur approach CoreactivitiesProgramme Mobilisation 1 2 3 4 addressing key issues12Set up Programme ManagementOffice (PMO)Build programmematurityWe begin by working with you to setthe universal standards and processesthat will form the foundation of thePMO , and build commitment tochange across your organisationGet the PMO up and running, ensurethe right information is beingreported, and put in place a clear planto build your project and programmemanagement capabilitiesBuild momentum for your programmewith a focused mobilisation plan andset of standardsManage your programme withconfidence, supported by a ‘singleversion of the truth’ to help keep youfocused1) Rapidly mobilise programme team2) Assess current PMO and introducestandard tools and processes3) Develop an initial plan for deliverywhile PMO is being set up1) Introduce controls to minimizedelivery risk2) Provide intelligent reporting toenhance decision making3) Keep programme focused ondelivering business benefits4) Embed the PMO in the organisationBeforeAfterLack of programme controlProgramme is controlled with clearoversight and governancePoor monitoring and reportingLeadership receive the data theyneed to make the right decisionsRisks are poorly managedRisks are identified early andappropriate actions are takenInability to respond rapidly tochangesProgramme is more agile and cancapitalise on new opportunitiesLack of standardisationShared tools and methods enableconsistent and predictable success
What efitsmanagementTools andEnablersOur point-of-view15/ 51Programme Mobilisation 1 2 3 4Time and again, we see programmes struggle because of fundamental issues in the mobilisation stage.Our global experience gives us a unique point-of-view on the two things you must do to improve your chances of success.Portfolios,programmes andprojects are clearlyaligned toorganisationalstrategyPlans and scopeshould be based ondata and experience,and challenged bysubject matterexperts from theoutsetPPM is a profession,and training project/programme managerseffectively willimprove deliverysuccess1. Get thebuilding blocksright on a moreconsistentbasis.2. Developdifferentways ofdeliveringprogrammesBe flexible, change fasterCreate plans that embrace change, andbe ready to make brave decisions atshort noticeProgrammes shouldbe resourced withproperly-skilledprofessionalsGood communicationis more than a topdown briefing session– involve staff at allstages oftransformationOptimise portfolio to maximise returnLeadership need to made decisions based onobjective criteria, not political will orsubjective informationConnect Executive and Delivery teamsBuild effective communication between those whosponsor change and those delivering it to generatecollective responsibility for success‘Lessons learned’should criticallyexamine whichaspects could bebetter, and workactively to improvethemMeasure and address the harsh factsIdentify simple and hard-to-ignore metricsthat highlight harsh facts of non-performancethroughout deliveryEnable people to deliver successPeople deliver programmes, not plans and processes.Provide training that builds the skills you need, and give yourpeople the right tools to do their jobs effectively.
What efitsmanagement16/ 51Tools andEnablersWhat does working with PwC feel like?Programme Mobilisation 1 2 3 4Building a central PMO for a UK Transportation AuthorityClient issuesWe were engaged by a majortransportation authority to help them planfor and deliver on a multi- bn budgetincrease over a 5-year periodCritical Issues: Moving away from an in-year focus onspending to a longer-term strategy Building a new Target Operating Model toeffectively manage the new budget.Project objectives and approachDesign and develop a new Change Management Office providing the capability to manage ongoingcomplex transformation. The vision for the Change Management Office focused on four key areas:Financial reporting – ensuring revenue isreceived on time, expenses are recovered andthe programme leadership has a forward viewon cost to completionStructure and stability - Governanceenabling decision making, a focus on quality,effective change control and managed risks andissuesThe “why, what and when”– clear scope,benefits, plan and monitoring of the progress ofdelivery, as well as ensuring appropriate duediligence for the programmeWorking together – Focus on effectivestakeholder and client management, and oncapturing lessons learned. Creating a happy andcollaborative environment, and providingleadership for the programme teamBenefits to our client We delivered a completely revamped Change Management Office, designed cooperativelywith the programme team and key stakeholders and aligned to our 12 Elements best practice Our team provided day-to-day support to programme workstreams – this extra capacityallowed the client to stop ‘fire-fighting’ and focus on long-term strategic priorities We helped our client identify the changes in culture and behaviours needed to build a moremature programme capability and run the CMO in the futureWhy PwC?We understand what makes business transformation programmessuccessful: from programme delivery structures and businessengagement models to key technical issues and ongoing learning andimprovement.We are committed to sharing our knowledge and experience with yourteam, to compliment your existing capabilities and propel you to thenext level of Portfolio delivery.Engagement factsDuration9 MonthsTerritoryUnited KingdomKey outcome:Our client has the centralmanagement function to deliver itsfull transformation agendaFor furtherinformation on thisoffering, Click Here
Portfolio / ProgrammeMaturity AssessmentNHS Digital – Portfolio Management and Hybrid DeliveryPwC3.July 201717
What efitsmanagement18/ 51Tools andEnablersPortfolio / ProgrammeMaturity Assessment1 2 3 4See yourself through adifferent lensWe can help you understand What happenedWhere you areWhere to focusWhat you needto jeopardise a recentchange portfolio orprogrammewith a quantified viewof your existingchange capabilitiesYour attention tomitigate delivery riskin the futureto build to deliversuccessful, longlasting change
What efitsmanagement19/ 51Tools andEnablersWe can deliver the insight you needPortfolio / ProgrammeMaturity Assessment1 2 3 4What you getWhat we do123MOBILISATION &DEFINITIONREVIEW &ANALYSISREPORTING &NEXT STEPSAt the end of our review, we will work with you to produce adetailed final report showing your current maturity in a number ofkey themes, along with specific and actionable recommendationsto help you reach the next level.See where your strengths lie andwhere you can improve.Whatyou get:Momentstha
Management (PPM) Global Service Catalogue www.pwc.com July 2017 v1.1. PwC
