Information
Allan Rocha: Director, Project Services at ProActive. Allan has dedicated his entire career to project- and portfolio management solutions in all types of companies and has played a key role in creating the interlink between Microsoft PPM Solution and Half Double portfolio. Michael Ehlers: Partner at Implement Consulting Group. Michael is one of the founding fathers and Implement’s main driver in the development of Half Double portfolio.
Transcript
00:00
hi everyone welcome to this session
00:03
about half double in the portfolio my
00:06
name is
00:07
michael ehlers and i'm a partner in
00:09
implement
00:10
consulting group i've been partnering
00:12
implement for the last 14 years
00:14
working with projects and portfolios i
00:17
am also the
00:18
project manager of half double and have
00:20
been running the half double initiative
00:22
for the last five years
00:24
and i'm pretty excited today to present
00:26
you the half double portfolio
00:28
which we are just about to introduce
00:31
together with me on this session i have
00:34
alan from proactiv
00:37
hello everyone hi my name is alan rodger
00:40
i'm a director of project operations and
00:43
services and proactive part of the
00:44
fellowmind group
00:45
like micro have been on the project
00:47
field for quite some time over 17 years
00:50
and it's more than a pleasure for me to
00:52
be here today showing you a very
00:53
interesting case
00:54
with microsoft platform and have double
00:56
for portfolio
00:58
see you soon we will we will exactly see
01:01
you soon
01:02
alan because i will run through the
01:04
agenda
01:05
now and patrick here will help me to put
01:08
on the agenda
01:09
and seeing from your perspective you'll
01:12
see me on the camera but
01:13
as you saw here i have alan in the room
01:16
with me and he'll be helping me on
01:18
introducing half doubling the portfolio
01:20
i also have on the other side i have
01:22
patrick with me
01:23
patrick will be handling the technical
01:25
side and also
01:26
chat and if you have ish issues then he
01:29
will be the one responding to some of
01:30
those things
01:32
um so in this session we will start with
01:35
giving you an introduction to the half
01:37
double portfolio approach
01:39
i will run through that overall approach
01:42
and then you will have the opportunity
01:43
to
01:44
ask question as we move along you will
01:46
find a button
01:47
in the bottom of your screen where you
01:50
can
01:50
well it will say q a and if you press
01:52
that button you can write
01:54
questions to the half double portfolio
01:56
approach and we will use some time to
01:58
try to
01:59
answer some of those questions as the
02:02
second part of this
02:03
agenda we will after a few questions
02:06
move on to alan who will introduce the
02:09
microsoft ppm tool and also the global
02:11
connect case
02:12
to see how we have applied the half
02:14
double portfolio approach
02:16
in real life with the with a real life
02:18
company then
02:19
again you will have opportunities to ask
02:22
questions as you move along and alan
02:24
will help us
02:25
to answer some of those questions i will
02:28
end of the session and conclude a bit
02:31
and all this will go for as far as one
02:34
and a half
02:34
hour so please hold on and we'll try to
02:38
interact with you with a few polls along
02:40
the way we know
02:41
it it is some time but please bear with
02:44
us
02:44
and we hope that you'll find it
02:46
interesting to follow us all along
02:49
super let me dive right into it
02:52
and uh let me just give you a few
02:54
numbers about half double because before
02:56
i talk about the
02:57
portfolio concept as you might know half
03:00
double started with this
03:01
30 number these are the number of
03:04
projects that are
03:05
currently considered successful and we
03:07
wanted to
03:08
increase the success rate of projects we
03:10
would like to
03:11
leverage this number from 30 let's say
03:14
to 40
03:14
because that could really make a huge
03:16
difference in the way that we do
03:18
projects today
03:20
and so far with the half double project
03:22
methodology
03:23
we have actually proved that it works in
03:25
projects we
03:26
have assigned a research team who have
03:29
looked into the 16 pilot projects that
03:32
we have
03:32
used with the uh where we have developed
03:34
the methodology and applied the
03:35
methodology to
03:37
and in 87 of the cases
03:41
the actual success criteria were
03:43
realized in the
03:44
in the projects and please bear in mind
03:46
the 87
03:48
success rate here would be related to
03:50
real business
03:51
issues meaning for instance we have
03:53
created an impact in the market by
03:55
increased revenue
03:56
or reduced the time to market or lowered
03:59
actual cost so in 87 of the cases
04:03
we were successful in realizing those
04:05
targets
04:07
the other number is 69 and the 69
04:11
also comes from the research team the 69
04:14
actually indicates that when you compare
04:17
the project that we did
04:18
with the for instance the pilot project
04:21
team in
04:22
glenoc if you compare that to three
04:24
similar projects in the same
04:25
organization
04:26
then in 69 of the cases we created more
04:29
impact than similar projects in the same
04:31
organization
04:33
so this is just to give you an
04:34
introduction to some of the credentials
04:36
that have double already
04:38
attained and what is half double all
04:41
about well
04:42
it's about the three core elements
04:44
impact flow
04:45
and leadership and the reason why i'm
04:47
telling you this is because
04:49
we are seeing these three core elements
04:51
impact flow and leadership
04:53
in both the project management
04:55
methodology
04:56
but also in the portfolio approach you
04:59
will find that these three core
05:01
elements are essential so we're in other
05:04
words
05:05
making sure we are creating impact in
05:07
the projects and in the portfolios that
05:09
we run
05:10
we would like to attain a certain flow a
05:13
a daily progression or at least weekly
05:15
progression in our projects and in our
05:16
portfolio
05:17
and we also would like to make sure that
05:19
we have a high level of leadership
05:21
and a very engaged leadership commitment
05:24
to the project
05:25
so these are the three core elements
05:27
that we are using
05:28
in both the project approach but also in
05:31
the
05:31
opportunity also when we scale it to the
05:33
portfolio
05:34
approach as well one of the main
05:38
ideas about half double is of course
05:40
that we would like to create
05:41
double the impact in half the time so
05:44
what we actually
05:45
favor when we do an actual half double
05:47
project is to
05:48
start the impact creation as soon as
05:50
possible
05:51
so we try to accelerate the the
05:54
road to impact and we try to create
05:57
impact as soon as possible
05:59
i am also telling you this because this
06:01
is what we'll do in
06:02
each of the individual projects that we
06:04
will run with the half double
06:06
approach and that will of course have to
06:08
be reflected in the way that we run our
06:10
portfolio
06:11
because we would like to favor the
06:13
projects that can create
06:14
impact quicker in relation to projects
06:17
that are not that
06:18
impact given in in the same time frame
06:22
so this mindset of being able to create
06:26
impact and stakeholder satisfaction as
06:29
quickly as possible
06:30
will also be a very evident part of the
06:33
whole portfolio concept
06:36
having set these kind of introductory
06:40
uh ideas about half double i think we're
06:42
ready to dive
06:43
into the uh whole portfolio setup so let
06:47
me
06:47
start with where most portfolios are
06:50
today
06:50
and this is something that that we
06:52
realize when we consult
06:54
uh companies trying to run portfolio
06:58
so some of the well-known pains that we
07:01
see
07:01
out there is is the three bubbles that
07:04
you see on the slide now
07:06
the first pain is that usually value
07:09
creation would be pretty
07:10
unclear in most portfolios so
07:13
it seems like everyone is busy and we
07:16
are constantly
07:17
burning off costs but we are really not
07:19
creating
07:20
impact that pain or that feeling that we
07:23
are all
07:24
everyone is busy but we are a little
07:26
unsure about the actual
07:27
value creation seems like a thing that
07:30
most portfolio managers and leadership
07:32
teams can recognize the
07:35
second pain that we that we often need
07:38
when we
07:39
when we consult related to portfolios is
07:41
that we would have
07:42
too many projects at the same time so we
07:45
see
07:46
systems of well we see the whole
07:48
organizational system being
07:50
overflowed with projects too many
07:53
projects at the same time
07:54
and and it seems like it is harder to
07:57
finish some of these projects
07:59
even though that that a lot of projects
08:01
are are ongoing getting started
08:03
so this whole idea about starting a lot
08:06
of projects without having
08:08
finished the projects that we're doing
08:09
right now is very essential
08:12
to the approach that you will see in a
08:14
few minutes
08:15
so having too many projects at the same
08:17
time one of the well-known pains in most
08:19
portfolios
08:21
the last pain that we usually see when
08:24
we consult our portfolio managers
08:26
is that you would usually kind of
08:29
experience
08:29
a delay and distant both decisions so
08:32
you
08:33
might have a great interaction with your
08:35
steering committee in the project
08:36
but then the steering committee will
08:38
have to report to a board
08:39
and the board usually meets let's say
08:42
every uh
08:43
once a month so we will have to wait for
08:45
decisions from the overall portfolio
08:47
board
08:48
and then when we meet this portfolio
08:50
board they would usually have kind of a
08:52
limited insight in the most specific
08:54
projects so there might be too many
08:57
decision layers from the project to the
08:59
portfolio
09:00
and that also that kind of delays that
09:03
whole decision making
09:04
so these are some of the issues that we
09:07
face
09:08
out there and what we would like to to
09:10
ask you guys would be
09:12
do you also experience these pains it's
09:15
nice that we see them but
09:17
do you also experience them so to what
09:19
extent do you actually
09:21
experience these three pains in your
09:23
organization
09:25
so we are launching a poll right now
09:28
and feel free to to answer the poll it
09:31
is
09:32
all anonymously so no one will be
09:34
dragged forward
09:35
this is just to kind of get a feel about
09:39
how these pains reflect in in your uh
09:42
organizations out there so let's try to
09:45
see
09:45
um how this falls out so please feel
09:48
free
09:48
and answer the poll and i'll be quiet
09:51
for just
09:52
two seconds while you concentrate on the
10:02
answering
10:13
okay it seems like a lot of you have
10:18
uh finally have have given your your
10:21
vote so far we still see a few
10:23
votes taking in and in a few seconds
10:26
we'll be
10:27
sharing the results with uh with all of
10:29
you
10:30
so so this is uh this is the result of
10:33
the poll as it is
10:34
right now so if we look into the
10:38
value creation uh is unclear it seems
10:41
that about
10:41
30 percent of you really recognize to
10:43
high stand this challenge
10:45
and as much as 54
10:48
of you would say to a legion extent
10:51
then we have the top score i guess in
10:54
running too many projects at the same
10:55
time
10:56
about as six as 67 of you have said that
11:00
that you really experienced this issue
11:03
and if we look into the delayed and
11:05
distant
11:06
uh both decisions there seems to be a
11:08
consensus with uh
11:09
50 uh four percent on the medium to to
11:12
meet your extend you you experience this
11:14
so
11:14
definitely a high score on the
11:16
experience on having too many projects
11:18
at the same time
11:20
also a tendency to to have a little
11:23
unclear picture of the value creation
11:25
thank you very much for
11:27
playing along on this poll so the
11:30
question of course remains
11:31
how can we solve this and let me be
11:34
totally honest with you
11:35
there is no silver bullet to this there
11:37
is no one
11:38
easy way to do it so what we've done
11:41
with the half
11:42
double approach would be to give you a
11:44
few pointers
11:45
in direction about how to solve it and
11:48
you would need to of course
11:49
adapt that to each organization
11:52
and the specifics of the organization
11:54
that you face
11:55
so let me give you a short introduction
11:58
to the half double portfolio approach
12:01
the main idea of the approach is what
12:04
you will find
12:05
below on this slide the sentence saying
12:08
faster to strategic impact with fewer
12:12
projects
12:13
and closer relationship to decision
12:15
makers
12:16
that is how we propose to solving and
12:19
i'm gonna run through
12:20
each of these elements one by one
12:24
and also associate some of the tools
12:26
that we use to
12:27
to to try to solve it like this so let
12:29
me start with the first part of this
12:32
let me start with the faster to
12:33
strategic impact
12:35
what is that yeah well it's all about
12:38
prioritizing the projects that you have
12:41
with a reduced time to impact and high
12:44
stakeholder satisfaction
12:45
so making sure that if the projects that
12:48
you do will be the one that creates the
12:50
most strategic impact
12:52
and how do you do that you might ask
12:54
well we propose
12:55
that the portfolio committee actually
12:58
prioritize their projects
13:00
using this grid we actually propose that
13:03
for
13:03
each project they're running in their
13:05
portfolio they would assess
13:07
what's the business value of this
13:09
project
13:10
what's the time criticality of this
13:12
project
13:14
how what kind of risk will we reduce or
13:16
what opportunity will be fulfilled with
13:18
this project
13:19
and then you will plus together the sum
13:22
of these
13:23
numbers which will go from 1 to 21 and
13:26
then you will have the time weighted
13:28
impact
13:29
the time weighted impact will then be
13:31
divided with the actual
13:32
job size or the complexity of the
13:34
project that you face
13:36
which will give you a portfolio weight
13:39
this number can help you to figure out
13:42
where which projects actually provide a
13:45
pretty
13:46
quick impact and which projects are very
13:49
complex and
13:50
might be a good idea to wait with so
13:53
taking this
13:54
grid and putting it into an actual
13:57
one by one grid you'll get a picture
14:00
looking something like this so the
14:02
bubble will represent how complex or how
14:04
big the project is
14:06
and where the bubble is situated will
14:08
actually
14:09
position in in terms of how much impact
14:12
does it create
14:13
and when is it ready to create impact so
14:16
as you can see
14:17
the bubble called great project would
14:19
have a pretty high score in terms of
14:21
weighted impact and it will have quite a
14:24
short time to impact creation in this
14:27
case less than six months
14:29
the less favorable project that you will
14:31
see in the grid here
14:32
will be the one where you will have to
14:34
wait one and a half year for the first
14:36
impact creation
14:37
and where you would actually have a low
14:39
time rate of impact
14:40
meaning that the opportunity or the
14:42
business impact or the time criticality
14:44
will be pretty low on that this project
14:47
so
14:48
we use this grid to give an overview of
14:51
how our total portfolio are set together
14:55
and compiled and bear in mind this is
14:58
not the single language to which project
15:00
should you start with and not start with
15:01
but it's an actually an input to the
15:04
dialogue about which project
15:05
seems to be creating most impact in the
15:08
shortest possible while
15:10
then we combine that discussion with
15:13
this
15:14
perspective this is what we call the
15:16
portfolio impact map
15:17
it will give you an overview about which
15:20
initiatives or which projects belong to
15:23
which
15:24
strategic themes because what you will
15:27
see when you
15:27
pile your portfolio up related to each
15:30
of the strategic
15:31
themes then you might have a gap
15:34
in some of the themes related to the
15:36
projects that you would like to do
15:38
so one perspective on your portfolio is
15:40
of course the impeccation
15:42
but another perspective on your
15:44
portfolio would of course be
15:45
how you realize the strategy of your
15:48
organization
15:50
so making sure that you cover the most
15:52
important themes
15:53
with short-term mutual term and
15:55
long-term orientation
15:57
in terms of impact will of course matter
16:00
to which
16:00
projects you choose to prioritize that's
16:03
why we think that
16:04
balancing these two views the impact
16:06
creation view and the strategic review
16:09
will of course be for the portfolio
16:11
board to decide
16:12
which projects are we then prioritizing
16:15
as the most important ones
16:16
and which one would we put on hold so
16:19
these two views will help them to do
16:21
that
16:23
then we move on to the next part the
16:26
next part is to
16:27
get faster to the strategic impact but
16:29
do it with few of the fewer projects
16:31
at the same time this is what we call a
16:34
short and fat approach
16:36
so what we're trying to do with the
16:38
shoulder fat approach
16:39
is that we actually um we actually make
16:42
sure that we only
16:43
try to do two projects at the same time
16:46
because if we do that we will work more
16:48
efficiently so how does that play out in
16:51
the portfolio
16:52
well let me give you one example of how
16:54
it could play out
16:56
here you would see the life cycle of a
16:58
portfolio
16:59
you would see some of the ongoing new
17:02
ideas that you would have in the funnel
17:04
they will be out there waiting to be
17:06
picked up and started in the portfolio
17:08
that will be just before gate one then
17:11
you would have
17:12
after gate one an impact solution design
17:14
process
17:15
which is the process where you actually
17:17
take an overall great idea
17:19
and break it down into smaller elements
17:22
of
17:22
impact and you design your impact to it
17:25
you design your project
17:26
to create impact as soon as possible so
17:30
you involve quite a lot of stakeholders
17:32
in that process figuring out
17:34
how can we slice and dice this project
17:36
to make sure that it creates
17:38
as much impact in in as short time as
17:41
possible
17:42
then you would have a gate 2 where you
17:45
where the projects that you have
17:47
tailored for impact
17:48
will be executed in sprints of let's say
17:51
six months maybe even three three months
17:54
it could also be
17:55
nine months up to you it depending on
17:58
what kind of
17:59
of execution time frame
18:02
you think would fit your organization
18:04
and what we're trying to do with each of
18:06
these phases would be to have only a
18:08
limited number of
18:09
projects ongoing at the same time so in
18:12
this case
18:13
you can see that only six projects can
18:15
be in the impact solution
18:17
right now because that's what our
18:19
capacity would be like at this point
18:22
and that's why we need to prioritize
18:23
which projects do we want to start
18:25
up and slice in the right way so that
18:28
they can create impact
18:29
and in the execution slots you would see
18:32
that you have project 7 to project
18:35
18 those are the slots available for
18:37
execution
18:38
so you can only have this many projects
18:41
in this case
18:42
12 projects running in execution at the
18:44
same time
18:46
so that's how we try to approach it we
18:49
try to make
18:50
very clear prioritization from the
18:52
portfolio boards
18:54
perspective on which projects are the
18:56
most important for this organization
18:58
which would be the ones that we are
19:00
running right now
19:02
and how do we then assess this number or
19:05
this capability well
19:06
we start with our high caliber people so
19:09
we start by identifying the 20
19:11
best people or what we call star
19:14
people or subject matter experts that
19:16
are the most important ones that are
19:17
part of all projects so we start
19:20
identifying those 20 people
19:21
and we assign them to 40 different
19:24
projects
19:25
so we only assign the top of our best
19:28
people
19:29
to make sure that they can participate
19:31
in the in this case
19:33
12 plus 6 meaning 18 projects that we
19:35
had
19:36
on the other page so that's how we
19:38
approach it we only assign
19:40
our key people because when we do that
19:42
we can
19:43
actually figure out what's our capacity
19:45
and that's the secret
19:46
knowing your own capacity that will
19:49
limit you from doing
19:50
too many projects at the same time
19:53
then we get to the leadership part and
19:56
the leadership part is about having
19:57
close relationship to the actual
20:00
decision makers
20:02
so what we propose in this setup is to
20:04
have committed leadership teams with
20:06
inside
20:07
who will actually have a maximum of
20:09
three projects
20:10
each so in this case we would actually
20:13
suggest
20:13
that the portfolio board would have
20:16
let's say that there are five
20:17
people in the portfolio board then they
20:20
would have access to run
20:21
15 projects at the same time they will
20:24
each
20:25
pick three projects each related to the
20:27
strategic grid that you saw before in
20:29
the impact grid
20:30
that they think will be projects that
20:32
are important to them and the business
20:34
that they're creating
20:35
so having three projects each is
20:38
actually
20:38
what we favor and then you would leave
20:41
the rest to your great colleagues in the
20:43
boat
20:44
this also gives a cap on how many
20:46
projects can we run at the same time
20:49
and the main idea here is really to make
20:51
sure that the project
20:52
owner who will be part of the portfolio
20:54
board will also
20:55
be part of each of the three projects so
20:59
this person will meet up in the project
21:01
two hours
21:02
every week to make sure that this
21:04
project is on track and creating impact
21:06
and this person the project owner will
21:08
also bring back whatever needs to be
21:10
discussed
21:11
in the portfolio board this makes a very
21:14
hands-on
21:15
dialogue about the most important
21:17
projects in the organization
21:19
then you might ask what about the rest
21:21
of the projects and that's a great
21:23
question
21:23
because what about the rest of the
21:25
projects well
21:26
what we think we would do is to make
21:29
sure that
21:30
the that the five people that you sold
21:32
before
21:33
will be in charge of the top 15 in this
21:36
case i know that on the slide it says
21:37
top 20 but they'll be
21:39
running the top 50 or the top 20 meaning
21:42
the most important project
21:44
for this organization then you would
21:46
have a similar portfolio board in each
21:48
strategic business unit
21:50
running their 20 projects where they
21:52
actually prioritize
21:54
which key people will be running each of
21:56
these 20 projects
21:57
so it's very much about building this up
21:59
in a pyramid
22:00
and then you will let the rest of it go
22:03
you would have to set
22:04
the basic layers free because otherwise
22:07
it will just be
22:08
a very time consuming resource capacity
22:11
overview that you'll be doing and you
22:12
would need
22:13
a system to do that alan will later give
22:16
us an example of what kind of system can
22:17
help us to do that but you need to start
22:19
top down when you do this exercise at
22:22
least that would be what we would
22:24
favor so so far so good
22:27
and i know that that this might be a
22:30
kind of a
22:31
crazy idea to to to some of the
22:34
organizations around us and some of the
22:36
organizations that you work in
22:38
but if you have questions then feel free
22:41
to write
22:41
some of the questions in the q a button
22:44
right now
22:45
and i will answer a few questions while
22:48
we get ready
22:49
for alan to help us with the actual
22:52
um application of this into an a
22:55
a project in uh or excuse me into a real
22:58
live portfolio in the global connect
23:02
so feel free to use the q a button if
23:04
you have questions related to this
23:14
all right you might be typing right now
23:16
which is
23:17
totally fine and if you if you do have
23:21
questions you know
23:22
feel free i see questions coming up i'll
23:24
get back to that
23:25
feel free just to write your questions
23:27
also along the session that we will be
23:29
having with alan and we'll
23:30
answer a few of them uh when we have
23:33
time
23:33
let's just try to answer one question
23:36
right now
23:37
so how do you rate the impact of must-do
23:41
compliance projects i think that
23:43
question
23:44
is is is very uh is a great question in
23:47
the terms that that is
23:48
a very obvious uh discussion that that
23:51
you usually would have in the
23:53
organization
23:54
in this case it would be the risk
23:57
reduction
23:58
or the opportunity part that would be
24:00
the number
24:01
of the impact creation of mustang
24:03
projects so in that case
24:05
the uh pre the prioritization grid will
24:08
help us to make sure that if you
24:09
for instance give a 21 in the risk
24:12
reduction part
24:13
then you would know that now you have
24:15
actually uh
24:16
that now you have a very important
24:18
project in terms of compliance but that
24:20
would also help us to
24:21
to uh to prioritize that project
24:25
then there is another question about the
24:28
individual
24:28
sbu projects draw on the same resource
24:31
pool as the strategic projects
24:33
so don't you need to manage that too and
24:36
that is totally correct that's a
24:38
question from yannick
24:39
and of course you would need to make
24:41
sure that that the resource pools
24:43
are divided to each layer of the pyramid
24:47
so so the the the the case here is of
24:50
course
24:51
you need to reserve the product the
24:54
resources that you're using for the top
24:56
20 and then you can
24:57
fill up the rest of the sbus portfolio
25:00
with the rest of them
25:02
so that is the way you can approach that
25:03
i know it's it's not a perfect system
25:05
but at least it's a workable
25:07
solution okay i'll just do
25:11
one more question and and there is
25:14
one here i find it difficult to chop up
25:16
the projects in smaller
25:18
impact bits do you haven't advised to do
25:20
that and i think that's uh that's of
25:22
course
25:23
a thing that we're all struggling with
25:25
you know how do we
25:26
chop up our project into smaller bits if
25:29
you look into the half double
25:30
methodology
25:31
you will find ways to approach your your
25:35
uh your project with a lot of different
25:37
questions related to first of all
25:39
how can we slice this this project in
25:41
terms of the product or the features
25:43
that we're delivering
25:44
how can we slice it in terms of the
25:46
processes
25:47
that we are trying to create for this
25:49
project can we introduce just one
25:51
process before
25:52
another and the last part being how can
25:54
we slice it in terms of people
25:56
meaning would there be a segment that
25:58
would be obvious to start using
26:00
a minimum viable product to start with
26:03
so we have
26:04
product people and processes that we use
26:07
for slicing and chopping up our projects
26:10
into smaller impact bits
26:11
and that would be something that goes on
26:13
in the actual projects
26:15
and of course that's where half double
26:17
will have to link to each other if you
26:19
use the methodology in the project
26:21
you know you would have to do that in
26:22
order to get that input for the
26:24
portfolio prioritization so that
26:27
definitely uh
26:28
links together okay i think that was a
26:32
a great start i'll look into some of the
26:34
questions while
26:35
while alan will be presenting and we'll
26:37
we'll answer a few more questions
26:39
but i think it's time for me to step
26:41
back and let the
26:43
allen join us here for uh for his
26:46
uh introduction to half doubling the
26:48
portfolio and the global connecting so
26:50
thank you so much for being here adam
26:52
and uh
26:53
and uh good luck with your presentation
26:55
thank you thank you very much
26:56
hello everyone and of course welcome for
26:59
this great webinar
27:00
we have been delighted by michael's
27:02
speech which is
27:03
always an exciting moment and today i'm
27:06
going to present to you
27:07
um they have double for portfolio within
27:10
a system and how
27:12
can this can be implemented into your
27:14
own organization
27:15
a little bit before we can get started i
27:17
would like to give you a background
27:19
about our organization we are called
27:21
proactive we are over 21 years we've
27:23
been this market
27:24
we are now part of the fellow mind group
27:26
that means we
27:27
we are covering over 25 different
27:30
offices within europe
27:31
with more than 1 250 fellows or
27:34
employees
27:35
so said that i would jump directly into
27:38
the two
27:39
but it will give you a little bit of an
27:40
idea of how and what you're going to be
27:42
seeing on this session we are going to
27:44
be showing an actual
27:46
customer case and show you how you can
27:48
learn
27:49
from his challenges basically how the
27:52
implementation process works and
27:54
combination of also how have double can
27:56
be
27:57
also slightly adjusted to your needs
28:00
you also see a tool that fully supports
28:02
the half double methodology
28:04
for portfolio which we have built
28:06
together if they implement
28:07
and we are very proud of it okay
28:10
remember
28:10
we are assuming you all already know a
28:12
little bit of the half double for
28:14
portfolio methodology so i'm not going
28:15
to be explaining the
28:17
concepts but i will be showing how it
28:19
looks like in real life okay
28:22
moving on we are showing uh and again
28:24
just to
28:25
tell you what is this presentation about
28:27
is the half level portfolio approach
28:29
everything you see on this presentation
28:32
is 100
28:33
based on the half level for portfolio
28:35
methodology that means
28:37
we did not start this from scratch we
28:39
actually build it
28:40
on a long time ago when we started
28:42
building several
28:43
modules on top of the half double
28:45
methodology we are not going to be able
28:47
to show
28:48
all these models to you instead we are
28:50
going to show you an actual customer
28:51
case
28:52
and how you can also select which model
28:55
is the most important for your
28:56
organization
28:57
remember that there are several options
28:59
but maybe none of them
29:00
actually some of them will be the right
29:02
ones for your organization
29:04
global connect customer case just to
29:06
give you an introduction about
29:08
our customer and basically hope global
29:10
connect is a leading european
29:12
technology and data communications
29:14
provider
29:15
uh i think recently uh two years ago
29:18
they started this digital transformation
29:20
within their company
29:21
but they adopted the half double
29:23
methodology to really help and
29:25
stay on schedule with all that growth at
29:28
the time the methodology actually
29:30
needed to find a solution to really get
29:33
their projects delivered and on budget
29:35
and the solution we found was the
29:37
microsoft platform
29:38
and that solution was the one we used to
29:41
support the entire half double for
29:43
portfolio methodology
29:44
and provide clear visibility and control
29:47
over
29:48
the global connected projects as a
29:50
result actually global connect is able
29:52
today to streamline its process and
29:53
actually reduce the hours
29:55
is spent on the project management side
29:57
by 84
29:59
yes that's incredible so let's see how
30:01
they do that or how they did that
30:04
i would like to give an introduction of
30:06
how everything started because
30:08
remember if you just have a tool
30:11
without how to be driven that is
30:13
actually going to cause you problems you
30:15
really need the concepts to back you up
30:17
on which direction the two should drive
30:20
you and that's how half double for
30:21
portfolio
30:22
really plays an important part here we
30:25
did a very closely work together
30:27
with several workshops where we
30:29
identified and could see
30:31
how the concept could match a realistic
30:34
tool
30:34
to really organize and structure that
30:36
data so just to give you an idea how
30:39
everything is started
30:40
and basically we got several templates
30:42
or powerpoints that
30:43
were being and made as a as a tailor
30:47
made for global connect
30:48
each one of those presentations or
30:51
templates
30:52
tell you a little bit of how the
30:53
solution can help you
30:55
to drive better projects pay attention
30:57
of how
30:58
all of this was built of course with a
31:01
very
31:01
care on the layout on the visuals
31:04
and we also had to take care of that all
31:07
those templates were taken
31:09
within our consideration before we
31:11
started the two
31:12
and you see the result that is actually
31:14
quite impressive
31:15
we were able to match all those
31:18
templates within the right solution
31:20
so all these templates had a very
31:22
important thing and when we started
31:24
working with
31:24
implement on this project the most
31:26
important thing and also from global
31:28
connect
31:28
part we have actually peter cassanes who
31:31
is a sponsor from the global connect
31:33
site
31:33
giving us a statement by the end of this
31:35
presentation but
31:36
the layout and the visuals were quite
31:39
important we had to be
31:41
actually 100 fidelity within that layout
31:44
and modern look like
31:46
so moving on talking about the solution
31:49
yes we chose microsoft microsoft is a
31:51
leading within the the
31:53
i think this field for many years and
31:55
you know so
31:56
we are using something called the power
31:59
platform to really take care
32:00
which is under the office 365 microsoft
32:04
tenant i would like to actually start
32:06
with a
32:07
quick information because a lot of
32:10
people
32:10
knows microsoft project from the past
32:13
but microsoft
32:14
project has changed it has actually been
32:16
reborn and reimagined
32:18
based on an extensive research done by
32:21
microsoft
32:22
completely adjusted for the future state
32:25
of work and project management
32:27
and also completely delivered on the web
32:30
it is a
32:31
100 web 2 but most importantly
32:34
is under the microsoft platform which is
32:36
a safe
32:37
place to be and most organizations are
32:40
actually on the microsoft
32:41
strategy in the cloud i have a quick
32:43
poll so patrick
32:44
please help me out does your
32:47
organization
32:48
already use microsoft office 365 and the
32:56
pole should be open
32:58
quite interesting to see the numbers
33:00
just changing
33:02
so fast i will give you a few more
33:04
seconds before i can
33:06
reveal the results
33:12
i think we have reached a very good
33:14
number and as
33:15
expected every time i give this speech
33:18
or when i'm talking about the microsoft
33:19
technologies
33:20
and we see that over 75
33:24
percent already have the microsoft
33:26
office 365 within the organization and
33:28
that's actually the number we got here
33:30
over 75 percent have microsoft office
33:33
365.
33:35
back to the slides so
33:38
microsoft office 365 has something
33:40
called the microsoft power platform
33:42
which was built for the future because
33:45
it used the concept of
33:46
low code or no code you don't need to
33:50
actually be a developer to build
33:52
something
33:52
you can be what we call the business or
33:55
the citizen developer
33:56
where you are able to actually build
33:58
things on top of
34:00
dragging and dropping capabilities and
34:02
that is really really important because
34:03
you're able to bring
34:04
business analytics application
34:06
development and automation
34:08
within this entire context what we have
34:11
done to really build the modern tool set
34:14
for the project management
34:15
was we embedded and we pushed project
34:18
for the web
34:18
which is the modern project management
34:20
tool within microsoft
34:22
teams that gives you all the
34:24
collaboration and what you need
34:26
in order to deliver your projects
34:27
collaboratively with your teams
34:30
we have data connectors and also ai
34:32
builders that can
34:34
supply us with a prediction and
34:36
algorithms that will give us some ai
34:39
on top of that data we are going to be
34:40
talking about in a second
34:43
how global connect took advantage of
34:45
this entire set of applications
34:48
they are the same as you guys they
34:50
already were part of the 75
34:52
that already has office 365 you
34:55
basically already
34:56
i think most of our customers already
34:58
have the license they are required to
35:00
implement the solution
35:01
they just need to connect the right
35:03
pieces in the right time
35:04
and here you see a quick overview of how
35:07
the solution look like
35:08
we have project as the main thing on top
35:11
of the
35:12
i would say this diagram then we go for
35:14
something called the road maps
35:16
and project for the web this is where
35:18
the scheduling is done and the
35:20
visualization of the projects in the
35:22
graphical
35:23
view are presented but now we connect
35:25
the office 365
35:27
groups and teams to enable collaboration
35:30
and communication with
35:31
projects on top of that the power
35:34
platform gives us
35:35
all the platform that is necessary in
35:37
the robustness
35:38
to build applications that will consume
35:41
that data
35:42
we use power bi to gain visibility on
35:45
top of all of this
35:46
while outlook plays a bigger role on
35:49
data collection and feedback on service
35:52
power automate will allow us to build
35:54
all the automation behind the scenes
35:57
simple like that most organizations
35:59
already have all these components within
36:01
their
36:02
companies very important point to
36:05
mention is
36:06
everything you see here is fully
36:08
accessible through microsoft teams
36:11
we built for the future we want to work
36:14
within the same platform in the same
36:16
workspace
36:16
and that's why we chose microsoft teams
36:19
with the microsoft platform
36:20
to be kind of the hub of everything so
36:23
you never need to
36:24
leave your platform where you're
36:25
communicating with your teams to really
36:27
act and work with your projects
36:29
moving on on the solution i have one
36:31
more uh poll to actually
36:33
to ask you guys does your organization
36:35
have any system
36:36
or solution to manage your portfolio of
36:38
projects today
36:54
we're almost there
36:55
[Music]
37:01
yeah i think we can stop
37:04
and the result is less than 45 percent
37:08
of the audience today has a system that
37:11
actually oh actually less than half
37:15
less than 45 percent of the audience
37:17
already have a system that manage their
37:19
projects
37:19
and that's available in 38 percent set
37:23
does not have any system which give us a
37:25
very very good number so you guys
37:26
that already has a system if it's built
37:29
on the microsoft or not
37:30
it's also possible to actually integrate
37:32
with the half double methodology
37:34
moving on
37:39
now we look at how the system look likes
37:42
basically instead of working with excel
37:45
spreadsheets or working with
37:47
i would say sharepoint list these tools
37:50
they were not
37:51
meant to be portfolio in project
37:52
management tools so we actually have
37:54
built something on top of the power
37:56
platform that
37:57
fully supports the half available
37:58
methodology clear visibility of
38:01
all your projects with key performance
38:03
indicators
38:04
graphically showing you what is going
38:07
wrong and how projects are being
38:08
performed
38:09
live connected charts you can interact
38:12
with those charts on the site to filter
38:15
and
38:15
analyze your data all of this like i
38:18
mentioned
38:19
also works directly within the microsoft
38:21
teams with all the same capabilities
38:24
then we have used one other concept for
38:26
the half double methodology which is the
38:28
final short view
38:29
where i can see how many projects are in
38:31
my funnel how many projects already
38:33
passed
38:33
on a specific stage and that is giving
38:36
you a very clear overview of
38:37
how is the demand coming within your
38:39
portfolio and at the same time
38:41
i can interact with the system acting
38:44
and really taking decisions directly
38:46
from the two
38:47
we have took very big advantage of the
38:50
execution
38:51
slots concept of the half double
38:52
methodology and in this view you can see
38:55
how you can configure
38:56
how many slots you have available within
38:59
a specific stage
39:01
giving you limits and also seeing the
39:03
consumption
39:04
of those lots how is the consumption
39:06
actually being
39:07
impacted here when a project is moving
39:10
from one
39:10
gate to another one the calculation is
39:13
done automatically by the system
39:15
and giving you a dynamic overview of
39:17
where
39:18
you are not able to run projects anymore
39:20
like michael has mentioned to us before
39:23
we have a very very clear overview and
39:25
simplified
39:26
stage game model with focus on impact
39:29
creation
39:30
speed and execution that means we are
39:32
able to graphically visualize
39:34
when your project is moving from a
39:36
funnel to a dp1 or a gate approval
39:40
to solution design and so on the tool
39:43
even comes with a criteria and
39:46
requirements ability
39:48
to actually paint indeed become a
39:51
guidance for the users
39:52
so you know exactly what to do within
39:55
the right gate
39:56
to automatically adjust this within your
39:59
criterias in your requirements this is
40:01
an
40:01
exceptional tool for adoption within
40:03
your organization
40:05
then we go for the how all the data of
40:08
my project is being presented we
40:10
have this summary overview where you
40:12
have quick
40:13
full access of all project information
40:15
but it's not only that
40:17
with interactive graphical components
40:19
you can drag and drop
40:21
and dynamically change components within
40:24
the project
40:25
with very quick clicks and also
40:28
very visual components like a tree view
40:30
to show and support our objective
40:32
hierarchy
40:33
is light enough for cost which gives you
40:35
a quick overview without looking the
40:37
numbers you see how far you are from
40:39
achieving the
40:40
end of that project and a tailor-made
40:42
layout for the confidence and
40:44
all the placements were extremely part
40:46
by our team to make it easy for you to
40:48
input and dynamically change that data
40:51
project estate is something that we all
40:53
take care of and it's quite important
40:55
you need a clear and consolidated
40:57
overview
40:57
of your project status and why not have
41:00
that project status happening with one
41:02
click buttons quick updates of that data
41:05
but not only that we also built in the
41:08
progress and insight tweets from the
41:10
project heavy double methodology
41:11
that shows the top three latest updates
41:14
with a limited amount of characters to
41:16
be used
41:17
showing precise and summarized
41:19
information about the project
41:21
we introduced a concept called the
41:23
snapshot and history of your project
41:25
status
41:25
that allow us to now generate trend
41:28
analysis
41:29
and prediction algorithms on top of that
41:32
data
41:32
which maybe in the future we can predict
41:34
and tell that those projects that are
41:36
three months in a row
41:37
with a red api usually fails
41:41
then on top of the project status we
41:43
have a more detailed way of
41:45
collecting that data which is fully
41:47
interactive with the system
41:49
and we also make sure that all of this
41:52
follows the same
41:53
and unified interface across the entire
41:55
system
41:56
we use the impact case like michael has
41:59
presented to us
42:00
with a very and customizable grid
42:03
that allows you to visualize the
42:06
behavior in business impact with
42:08
baseline and kpis
42:09
directly within the system you don't
42:12
need to go anywhere to see that
42:13
information
42:14
basically all that information is clear
42:16
and accessible to you you can
42:18
directly edit that information within
42:20
our grid
42:21
priority grid i actually have a personal
42:24
favorite on this
42:25
specific module but it's a tool that
42:28
goes much more beyond the scientific
42:30
evaluation of projects
42:31
actually it starts enabling dialogue
42:34
within organization
42:35
and this has been proven to be an
42:37
exceptional solution and concept
42:40
within our customers why it's simpler
42:43
it's effective and it's clear to
42:45
everyone and what you people when
42:47
our organization starts seeing is the
42:49
project manager starting really taking
42:51
care
42:51
of how they're building their business
42:53
cases to ensure that they are going to
42:54
be prioritized
42:56
giving you high quality of data direct
42:58
within your system
42:59
what we actually build here it's a
43:01
modern layout with
43:02
graphical visualizations so you come and
43:05
you can easily see
43:06
how is the portfolio in each one of the
43:09
impacts of that project
43:10
we also enable a track history of all
43:13
the changes because
43:14
priorities can change and you can always
43:16
roll back and track
43:17
information on even on auditing on top
43:20
of that information on priority grid
43:24
the priority grid is built with special
43:27
components because
43:28
as you know the methodology of have
43:30
double use the fibonacci concept where
43:33
actually ensure that the calculations
43:35
are done properly
43:36
so when you are inputting that data you
43:38
have all those components
43:40
graphically for the users to input and
43:42
give you the right information in the
43:44
right time
43:45
we always have to think about mobility
43:48
so the entire solution you see here
43:50
also works and it's supported by all the
43:52
mobile
43:53
ios or platforms within the market today
43:56
so basically you can not only
43:58
read the information but even interact
44:00
so i may be on my commute on my train
44:03
and i would like to make an adjustment
44:04
on my project you can directly access
44:06
that information
44:07
and change it within your mobile app
44:11
in dp design we also had to take care of
44:14
the layout that was presented here
44:16
so the solution could not just show a
44:18
simple list so we took care of that and
44:21
we actually listened to
44:22
either half double byplamet and our
44:24
customer global connect
44:26
to build a very graphical visualization
44:29
with the mvp design
44:30
with a custom-made grid on a company
44:32
that supports 100
44:34
the mvp design module we've have double
44:36
for methodology
44:40
then how can you actually build
44:41
realistic project plans
44:43
excel has been there for many many years
44:45
but what if
44:46
you can use a worldwide famous schedule
44:50
engine we have a very modern layout
44:53
to satisfy the users with a very very
44:56
interactive
44:57
and modern interface but at the same
45:00
time giving
45:01
realistic scheduled planning because
45:03
behind the scenes
45:04
that is project for microsoft it's doing
45:07
all this schedule here
45:09
and basically i'm satisfying the users
45:11
that are lovers of excel with a grid
45:13
view
45:14
i have the lovers of the i would say the
45:17
agile
45:18
methods or the boards or candle view we
45:20
have a board view and pay attention
45:22
this is exactly the same plan and i can
45:25
now
45:25
play in my sprints like i do my favorite
45:28
tools
45:29
just using board views and dragging and
45:31
dropping those items
45:32
within my sprints and we can never
45:34
forget about the traditional project
45:36
managers that loves against shark and
45:38
now so we call it a
45:39
timeline view which is fully interactive
45:42
you can drag and drop your projects
45:44
and we will always be actually
45:45
rescheduling that project with
45:47
dependencies
45:48
and predecessors within that plan so
45:50
this is a game changer
45:52
while you are planning your projects
45:54
it's a fully functional scheduled engine
45:56
within your hands
45:57
very simple and very modern
46:01
how we can take care of our resources we
46:03
know that most of the time this is the
46:04
biggest issue our corporations have so
46:06
we have to really
46:08
stress us out and build something
46:10
valuable for the project managers in the
46:12
organization but we can never forget to
46:14
support the half double for portfolio
46:16
methodology
46:17
which is what really drive us to the
46:19
right place now we are using the high
46:21
caliber resource within our
46:23
team and getting a full overview and
46:26
all the analysis of resources that are
46:28
allocated to my project
46:29
what is the percentage of a location and
46:32
which profile they feed on
46:33
when the project managers come here they
46:35
know if or the project leaders they know
46:37
if they are actually complied
46:39
or not complied within our people in
46:42
high caliber resource methodology
46:44
we are now introducing for global
46:46
connect a capacity management tool
46:48
we are not only able to measure their
46:50
location within the project but
46:52
also seeing in a cross line so i can
46:56
play like michael has mentioned
46:57
maybe three months six months or even a
47:00
year ahead
47:01
you can now always take care of that
47:02
with a graphical visualization
47:04
showing when your high caliber results
47:06
are overly located
47:08
making it easier for you to drag and
47:10
drop and reallocate resources within
47:12
your organization
47:13
always taking into consideration that
47:15
this is being supported by the
47:16
methodology that has been proven
47:18
with the researchers and will give you
47:19
at the right direction of how
47:21
to optimize and actually manage your
47:23
resource within your organization
47:26
risks not only this but most of the
47:28
companies has to manage risks so the
47:30
risk module has been
47:32
added with a special touch because we
47:35
also built our grid view that
47:37
follows the path double methodology
47:39
concept so you're able to see
47:41
which risks has more probability and
47:43
most impact within a graphical
47:45
visualization using our wrist matrix
47:47
chart
47:49
post check my second or maybe i'm still
47:51
in doubt
47:52
one of my favorites models on the half
47:54
double methodology i call it and
47:56
actually the methodological step
47:57
the heart beating of the project is a
48:00
bi-weekly scheduled survey
48:02
that is being sent to all stakeholders
48:04
automatically to ensure
48:06
that you are going to the right
48:07
direction artists projects
48:09
really bringing value to the
48:10
organization but now looking for a
48:12
different perspective
48:13
this system here we have to really do a
48:15
big research
48:16
to evaluate why people don't answer
48:19
surveys and what
48:20
can be the blockers for people to answer
48:22
a survey
48:23
maybe it's a system i need to install i
48:24
need to log in
48:26
based on that information of course we
48:28
give all the results with a graphical
48:30
visualization
48:31
a timeline for the project managers with
48:33
semi anonymously data collection that
48:35
means
48:36
we only refer to any specific role but
48:38
we don't give the name of the answers
48:40
or the people who is answering that but
48:43
then
48:43
we are using a very revolutionary
48:46
feedback too
48:47
which is called outlook yes why not take
48:50
advantage of our famous and lovely
48:52
outlook
48:52
we connected our system with a very
48:55
revolutionary
48:56
method called outlook actionable emails
48:59
every week the system sent emails to the
49:02
stakeholders within that project
49:04
giving them information about the
49:06
project but asking
49:07
key questions about that based on the
49:10
post check methodology
49:11
supported by half double this is lovely
49:14
because there is no excuse
49:16
for you to not answer because this comes
49:17
directly within a system
49:19
it has a very attractive layout and
49:22
simple to be answered
49:23
no one can actually skip answering our
49:25
feedbacks and this has been proven to
49:27
get
49:27
almost 100 answers within our system
49:32
now we go for the reporting part
49:33
checking the time almost there
49:35
reporting time is actually how we can
49:37
really get the visibility of our
49:40
projects
49:40
our reports are meant and built to
49:43
really
49:44
give information based upon what the
49:46
customer is asking for
49:47
so how can i evaluate the projects that
49:49
i'm running with even a very
49:50
comprehensive
49:52
set of reports and dashboards within the
49:54
system
49:55
we are not only looking at each project
49:57
are actually being placed on each stage
49:59
but also how is the progress what is the
50:02
effort
50:03
what is the investment on that project
50:05
is that any highly
50:07
risk on that project all of these in a
50:09
very very quick visualization
50:11
we also enable a way for you to evaluate
50:14
the freeze lots and how projects are
50:16
ongoing
50:17
how many spaces you have how many of
50:20
those
50:20
spaces on the free slots are consumed or
50:23
not and here you can
50:24
start building your mindset to really
50:27
prioritize it's the important part that
50:30
a lot of methodologies make it so
50:31
complex
50:32
have double make it easy for us with
50:35
this idea
50:35
now we are building a mindset to really
50:38
start prioritizing our projects looking
50:40
at
50:40
which one of our stages or gates how
50:43
many available slots i have
50:45
that means if i fulfill the entire slot
50:47
space for me
50:48
i cannot run any more projects so i
50:50
either remove one or i take a new one
50:52
into the consideration
50:54
it gives us not only a graphical
50:55
visualization on a timeline based on the
50:58
stage and gate model
50:59
but also a highlighted kpi telling you
51:02
if you are
51:03
almost reaching your limit or if you
51:04
have already
51:06
reached your limit we use also the
51:10
strategy to really look at the impact
51:12
based on the strategy of your
51:14
organization
51:15
how many projects you're running on each
51:17
one of those
51:18
strategic pillars and if they are
51:20
delivering quick
51:21
or faster results here is a quick way to
51:24
translate what we saw in the concept
51:26
with a live connected report for your
51:29
organization
51:30
we go now for a more graphical
51:32
visualization i start
51:33
building this mic set off prioritizing
51:35
my projects but when i come into this
51:37
place
51:38
where i really need to do my portfolio
51:39
prioritization grid
51:41
there is no secret which product it
51:43
actually has more value than others
51:45
i can clearly see all the projects based
51:48
on the impact the portfolio weight
51:50
and even other factors every time you
51:53
change we are able to
51:54
even look at the history of changes of
51:57
that prioritization so you can try to
51:59
understand
52:00
why that specific project is now
52:02
de-prioritized
52:03
compared to maybe last month
52:06
i have a poll right now and please help
52:09
me
52:09
how are project status reports and
52:11
portfolio insights being generated in
52:13
your organization today
52:14
i think that will be interesting though
52:16
because we have some revelations to tell
52:18
of how those reports are actually being
52:20
generated today and a little bit more
52:23
water
52:27
yeah that is actually a quite
52:29
interesting goal
52:32
we can see we are now in around
52:35
80 on manually generated reports
52:38
and to be honest this is the reality of
52:41
everyone we
52:42
we've been talking to if you do not have
52:45
a tool that really supports this
52:46
it makes difficult for you to spend time
52:49
really building this solution so
52:51
you have to do the job you have to
52:52
deliver you do it manually
52:55
i think we are almost done yet 82
52:59
has done your reports and insights on a
53:02
manual
53:03
basis and i will show you some numbers
53:05
and facts in the end of this
53:06
presentation
53:06
which shows how we could improve and
53:09
reduce time spent on building those
53:11
reports for global connect
53:12
back to them
53:17
i also like to show one more report
53:19
because this is how we're actually
53:20
building some of these status reports
53:23
i wanted to look at the big picture
53:25
right now which is a live report
53:27
built in power bi and i will show you
53:29
how you have to click
53:31
please on the top corner
53:34
no go back in that top corner
53:38
yes look at this this is exactly
53:41
how the template was given to us what we
53:44
thought is okay
53:45
this is how the project means have to
53:47
generate their status why not
53:49
if we just make this live with the same
53:52
layout
53:53
giving and do not in being complied with
53:56
the methodology
53:57
and that's exactly what we did this is
53:59
one of examples of
54:01
i would say a template called dp1 which
54:03
is used to be approved between and stage
54:05
approval
54:05
and the same was done for all the
54:08
templates if you look at the original
54:10
template how it was actually done and
54:12
how it was actually provided to us
54:14
so if yeah oops
54:19
yep this is the original template this
54:22
is building powerpoint but why not
54:25
having that template live connected with
54:28
my report
54:29
and i'm not only talking about this
54:30
mainframe but also
54:32
all the sub reports with the impact case
54:35
with my one pack impact checker one
54:38
pager which by the way
54:40
one of my favorite reports telling me
54:42
with one page
54:43
all the information related to my
54:45
project with the latest status
54:47
leadership status corner all the answers
54:49
from the
54:50
survey on the post check my
54:52
prioritization in
54:53
inside tweets in one unique page this is
54:57
really really nice and we try to match
54:58
with the layout that the customer feel
55:00
comfortable of using it so you don't
55:02
need to create this in powerpoint
55:04
anymore you just come here and you can
55:05
export it to powerpoint
55:07
we have risk actions we have done the
55:10
key stakeholders overview
55:11
looking at which and how the
55:13
stakeholders are playing within that
55:14
that specific project the project
55:17
organization
55:18
when you're starting a project you can
55:19
use this as a real life too
55:21
all fully connected with our system the
55:24
mvp design
55:25
how i can easily communicate across my
55:28
entire board
55:29
how things are going to be delivered
55:30
which milestone on which the lever i
55:32
have on each one of those
55:34
delivers impact tracking not only
55:36
tracking what has been done
55:38
on behavior and business impact but also
55:41
when you achieve
55:43
that specific target we highlighted for
55:45
you that you have already achieved or
55:47
you are almost
55:48
achieving that specific target objective
55:50
hierarchy clear
55:51
making a clear overview of what are the
55:54
objectives the purpose the success
55:56
criteria
55:56
all life done within the system post
56:00
check
56:00
also giving you an overview of impact
56:03
flow and leadership
56:04
answers based on senior knowledgeable
56:06
data that shows not
56:08
only which are the answers coming but
56:10
the average and i can even see some
56:12
extra comments if i need
56:14
remember that this information is coming
56:16
from your outlook emails
56:18
impact delivery milestone plan where how
56:20
i'm planning my delivers and sprints
56:23
and of course we have now i'm almost
56:26
done with my time actually one minute
56:27
left
56:28
some statements and why use the priority
56:30
grid we
56:31
you can actually share all these slides
56:33
with you guys afterwards
56:35
but i would like to first of all thank
56:37
you michael and peter cassandra who is
56:39
actually has been driving this
56:40
with extraordinary competence and
56:43
professionalism
56:44
we have one last slide where he's
56:45
actually giving us his final words on
56:47
the solution
56:47
should we play it
56:52
hi this is peter k from global connect
56:54
i'm very proud to announce that we
56:56
together with proactive and implement
56:59
have created a new portfolio management
57:00
system for global connect
57:02
based on the half double framework
57:05
this new system is giving us new
57:08
capabilities that we have not seen
57:09
before
57:11
all the half double documentation that
57:13
we use for the portfolio meetings
57:15
when we have to take gate decisions are
57:17
now inserted
57:19
and embedded into the system this means
57:22
that we don't use
57:23
word excel or powerpoint anymore
57:28
on top of that we have also a real-time
57:31
resource allocation system
57:33
embedded and this means that we can now
57:36
take a look into the future and see if
57:38
the resources are available when we have
57:40
to reach
57:40
off the projects thank you proactive and
57:43
implement for this fantastic system
57:45
i'm really looking forward for the new
57:47
use cases that we're going to develop
57:49
together in the future
57:52
really nice yep
57:56
hi hi again alan actually there was
58:00
one question that came in that was
58:02
actually addressing this and let me just
58:04
uh
58:05
read this question here how much time
58:07
and percentage
58:08
does the pm meeting the project manager
58:11
spent on
58:12
administrating and reporting on this
58:14
solution
58:15
do you have any numbers related actually
58:16
we do have the numbers
58:18
i'm not very if i'm allowed to share
58:20
them right now i can tell you that
58:22
we reduced in 84 the time
58:25
spent on building those reports and
58:28
managing their projects
58:29
in order to maintain the system actually
58:32
the system is in the cloud
58:33
so you actually don't need any system
58:35
maintenance or administrator because
58:37
once it's deployed it will be running as
58:39
soon as microsoft is alive
58:41
okay then you actually have another
58:44
question here
58:45
which is um can you consolidate sub
58:48
portfolios to
58:49
enterprise portfolios yes we do support
58:53
programs and portfolios within the
58:55
system we have not introduced here yet
58:57
actually is part of the phase two we
58:59
already introducing for global connect
59:01
the program capability which is kind of
59:03
a portfolio overview
59:04
so we can do that and link those
59:06
projects together
59:07
okay that is super the rest of the
59:10
questions will be more related to
59:12
some of the things that i'll be
59:13
addressing but do you have more you
59:15
would like to
59:16
say right now i think that's uh most
59:18
need i have one
59:19
last question to everyone which i think
59:22
it's quite interesting is
59:23
uh can you guess how long it takes to
59:26
implement a solution or system
59:28
that supports the half double four
59:30
portfolio methodology that's uh
59:32
my my last poll because i'm quite
59:35
curious and now so i'm pretty sure you
59:36
guys are also curious
59:38
of how long it takes to implement the
59:44
solution
59:51
there we go that's that one i think i'll
59:53
wait to see a little bit
60:08
yep let's stop so
60:11
can you get back so i can read the yeah
60:14
the results were
60:15
15 believes takes two days uh
60:18
31 believes takes two weeks
60:21
44 believes take two months
60:24
but i actually have some surprising
60:27
answer for you
60:28
to deploy this entire set it will take
60:31
two days
60:32
but that doesn't mean you are up and
60:33
running because then you need to adopt
60:36
and that will take two weeks for you to
60:38
understand
60:39
and also tailor made for your
60:41
organization within
60:43
two months you are able actually to
60:46
start
60:46
using it but now when you start really
60:49
taking
60:50
full damage and you are able to improve
60:52
it will take you around two years
60:53
because that's the time you're gonna
60:55
take
60:56
full benefit is two years taking
60:58
benefits after two months
61:00
investment on this specific tool so
61:02
thank you
61:04
super thank you uh very much uh alan for
61:06
joining us
61:07
in this session and if more questions
61:09
come in you know feel free to use the
61:12
q a and i'll just use a little uh
61:15
effort to try to uh relate to to the few
61:18
questions that are still there
61:19
so uh so if you have questions feel free
61:22
to to ask them
61:24
in the next question that that i see
61:27
here
61:28
is um is the question about considering
61:30
the short and fat concept
61:32
by chopping up projects to smaller bits
61:35
then each
61:36
small will actually lose attention
61:38
and strategic importance
61:40
so how can the consequences be addressed
61:43
by
61:43
keeping strategic focus on even the
61:46
project in smaller bits
61:48
and and this question is great in the
61:50
sense that that of course most
61:52
strategies would would entail you know
61:55
the
61:55
bigger package of a lot of impact bits
61:59
however um sometimes it seems that we
62:02
can create the strategic impact by just
62:05
delivering
62:06
a few of the bits alone and that is
62:08
actually what the half double approach
62:10
are trying to um to to work with
62:13
um but having said that it is it is
62:16
it is what we try to make an active
62:19
choice
62:20
of the portfolio committee to decide
62:22
this so
62:23
let's make let's take you know one
62:25
example you have a project
62:27
and you can chop it up into four bits of
62:30
impact the two first bits can be
62:33
executed in the first
62:34
three months so you execute those two
62:36
bits
62:37
and then the portfolio committee are
62:39
saying okay we need to put in another
62:42
project for the next three months so now
62:44
we will put the two
62:46
bits that are still lacking put them on
62:48
hold for a while
62:49
and after three months they will you
62:52
know execute the last two bits
62:54
so so that is the way that we propose
62:56
that the portfolio committee actually
62:58
works very actively in prioritizing
63:01
projects and
63:02
the strategy that they would like to
63:03
realize uh as much as possible
63:06
having said that of course you will have
63:08
this uh
63:09
strategy a challenge so so again as i
63:13
said in the start it is not a silver
63:14
bullet to how to solve
63:16
everything but it is certainly a way to
63:18
get a much more dynamic and
63:20
agile approach into your portfolio
63:23
then we have another question which i
63:25
think is is actually uh
63:26
pretty interesting and i i would like to
63:28
keep you here and because you've been
63:30
part of this working uh
63:32
together with uh working together in
63:34
global connect so the question is here
63:36
how well have companies that you have
63:38
worked with taking this approach
63:40
into the organization and what
63:42
challenges have they experienced
63:45
and and of course this question
63:48
really reflects you know the challenge
63:50
with this concept because
63:52
i think that when you see this for most
63:54
of you it will make sense the way that
63:56
we try to approach the portfolio but i
63:58
also think that you can sense the way
64:00
how this hurt you know in terms of being
64:04
very strict on your prioritization being
64:06
very clear on which projects are
64:08
most important and which people work on
64:11
which projects so you have to be very
64:14
clear in your strategy and you have to
64:16
be you know
64:17
very clear in your implementation of
64:19
this and what we have
64:21
actually seen in the global connect case
64:23
just to give you an example
64:24
is that the system that alan have helped
64:27
to create together with global connect
64:29
really provides kind of a stickiness to
64:32
this
64:33
approach because when because when
64:35
everyone put in their
64:36
input into the microsoft setup
64:40
exactly into the microsoft platform then
64:42
of course you know
64:43
the stickiness of this and having all
64:45
the data there
64:47
is kind of a stickiness of the
64:49
implementation as well
64:50
so so that really helps a lot and that
64:53
is also why we
64:54
we in this case thought that the system
64:55
could really help the implementation
64:57
and if i can add one comment on top of
64:59
that this for many years we have seen
65:01
people not
65:02
really adopting a system because it's
65:04
complicated it's too
65:05
slow and the opposite side for global
65:08
connect they actually came with feedback
65:09
that the system is really easy to use
65:12
it matches what they learn within the
65:14
classes in half double
65:15
and it's actually providing them a lot
65:17
of value by saving time
65:19
so a system that supports in a way that
65:21
this
65:22
platform can really add value and make
65:25
your life easier
65:26
help you a lot and will actually
65:28
eliminate a lot of those challenges
65:29
within an implementation
65:31
it does and then and i just want to
65:34
share
65:34
one very interesting data point related
65:37
to
65:37
when the portfolio committee started
65:39
working with this setup so even though
65:40
we had the system
65:41
even though we've been debating this for
65:43
quite a while of course on our first
65:45
prioritization meeting
65:47
we had to put too many projects into the
65:49
pipeline
65:50
so you know it is it is again not an
65:53
easy way to approach it
65:54
but then we talked about you know the
65:57
idea about having
65:58
a limited number of projects is that
66:00
this is what we're capable of doing
66:02
so you know what will happen to the two
66:04
projects that we just put in
66:05
and everyone cross their fingers and
66:07
hope for the best two weeks later when
66:09
we met again
66:10
those two projects were still stuck no
66:12
one worked on them because there were no
66:14
people uh a line uh assigned to it so
66:17
you know
66:17
you get to the same point whether you
66:19
prioritize or not projects are not being
66:21
done
66:21
if you just put them into the into the
66:23
system if no one is actually working on
66:25
them
66:26
so so i think that that is also
66:27
interesting that that
66:29
some of the organizations who run
66:31
portfolio management today
66:33
by not making those active decisions you
66:36
just
66:36
leave it to the rest of the organization
66:38
to do those decisions
66:39
and of course the system here helps us
66:42
to
66:42
to be you know on top of those decisions
66:45
as a portfolio
66:47
super and then there is one last
66:50
question because we
66:51
we already i answered the uh the top one
66:53
but the must do compliance questions
66:55
and and the two last questions would be
66:58
really be related to
66:59
um to the breakdown of of a long
67:02
transformation program so how do you
67:04
break it
67:04
down into a program and and i think that
67:07
you know
67:08
the simple answer to this is when you
67:11
have a program and you have broken it
67:13
down into a few projects
67:15
then of course the projects will be you
67:17
know the impact creation
67:19
so we will also try to break down the
67:21
projects into smaller impact bits
67:23
so the answer here is really to align
67:27
the impact that we create in the
67:28
programs with the actual
67:30
projects that we are doing having said
67:33
that
67:34
the option here is not to do half double
67:38
on
67:38
the whole of your portfolio and i think
67:40
that
67:41
some organizations still need long and
67:43
thin projects
67:45
because you know when you want to do for
67:46
instance let's say a new
67:48
ic project where you build the
67:49
foundation then you need to deliver it
67:51
in a good old classic way
67:53
so you might still have some long and
67:55
thin projects
67:56
working together with your more agile
67:59
dynamic
68:00
portfolio so i think that kind of
68:03
answers some of the questions that we've
68:05
been through and also think that you
68:06
have been very
68:08
patient listeners out there so thank you
68:10
very much for for staying with us
68:12
and i think that i'll just use a few
68:13
minutes to conclude on this uh
68:15
session uh thank you very much thank you
68:18
thank you guys
68:19
see you soon so if if you can help me to
68:23
change the
68:24
slide patrick then then i will
68:27
have a look at the last few
68:30
summer slides and here is the later
68:35
so thank you very much for staying along
68:38
with us
68:42
good
68:46
so we are getting closer to sharing the
68:49
last part of the presentation with you
68:50
guys
68:54
so here we are what could be my
68:58
inspiration for my next step
68:59
um patrick could you help me to julia
69:02
thank you
69:04
so in terms of inspiration for next step
69:07
um
69:08
first of all you know try to go into the
69:11
half double institute dot org and there
69:14
you will find
69:15
a little more information about the have
69:17
double a portfolio concept
69:19
you can also find a short video about it
69:21
but you can also
69:22
dive into more details about the half
69:25
double methodology
69:26
because as some of the questions were
69:29
related to here
69:30
um of course doing it in the actual
69:33
project will be an important part of
69:35
running this in the portfolio
69:37
so please feel free to to search away on
69:40
half double institute.org
69:43
for the most specific handbook on this
69:46
uh on the on the three core elements at
69:48
halftime also uh if you would like to
69:51
know more about half double
69:53
uh it is actually a con it is actually a
69:56
full can you can call it development
69:59
muscle package
70:00
so if you would like to develop the way
70:02
that youtube projects which we call the
70:04
development muscle of your organization
70:06
then with half double you have the
70:08
opportunity of diving into the halftime
70:09
methodology for the project
70:11
you have the opportunity of diving into
70:13
the half double portfolio
70:14
and you also have the opportunity to
70:17
dive into the
70:18
training setup that we have made related
70:20
to half double
70:21
and in a very short time on the other
70:23
side of summer
70:25
you'll be able to join into the
70:27
certification program
70:29
uh related to have double as well and
70:32
that is actually one of our coming
70:35
sessions
70:35
so if you again going to have double
70:38
that institute have double institute dot
70:40
org
70:41
under events you will find these two
70:43
upcoming webinars that you can attend if
70:46
you would like to know more about
70:48
half double certification levels the
70:50
three levels that we are introducing
70:52
after summer and the education leading
70:55
to these certifications
70:56
and you can also hear more about half
70:58
double research which i
71:00
very briefly touched upon in the start
71:02
of this session
71:03
and you can hear pia smiley from august
71:06
university
71:07
tell you about how they have evaluated
71:10
the projects how they have set up this
71:12
whole
71:12
whole evaluation
71:16
and i think that could be very inspiring
71:18
also seen from a project management
71:20
office perspective
71:21
quite a lot of inspiration to gain from
71:24
that session
71:26
so i think what remains here is of
71:29
course to say
71:30
if you would like to know more about
71:32
half double in the portfolio if you
71:34
would like to hear
71:35
more about the salute the microsoft
71:37
platform solution
71:38
you know feel free to write me and uh
71:42
alan and we will be happy to help you
71:45
and also to provide you with materials
71:47
if you need
71:48
some of that so thank you so much for
71:52
playing along and thank you alan who say
71:54
please join me here
71:57
so take care out there and thank you for
72:01
taking the time to join our session
72:02
thank you so much bye
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