Webinar - Half Double Portfolio

Get a first-hand insight into how you can scale the agile Half Double approach from one project to many projects.
View Video On Vimeo
webinar half double methodology

Is value creation in your portfolio unclear, do you have too many projects at the same time or do you experience delayed and distant board decisions?
Understand how you can solve some of these issues with the Half Double portfolio approach. The concept will help you to focus on strategic impact, facilitate a short and fat flow in the portfolio and create committed leadership teams with insight.

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