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Performance, Strategy and Vision

Paul Bamforth Sales Director. Creating the perfect business case to justify a new PPM system – an art or a science? . Performance, Strategy and Vision. Science or Art?.

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Performance, Strategy and Vision

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  1. Paul Bamforth Sales Director Creating the perfect business case to justify a new PPM system – an art or a science? Performance, Strategy and Vision

  2. Science or Art? • Art refers to a diverse range of human activities, creations, and expressions that are appealing to the senses or emotions of a human individual (Wikipedia) • Science (from the Latinscientia, meaning "knowledge" or "to know") is the effort to discover, and increase human understanding of how the physicalworld works. (Wikipedia)

  3. Science or Art?

  4. The business case – IT investment • Puts that investment decision into a strategic context. • A business proposal not an IT proposal. • Provide management with the necessary information to make an educated decision.

  5. Why develop a business case • To get what you know you need • a PPM system • Common drivers being • Taking on too many new projects • Wasting talent • Resource silos • Lack of visibility • Without a business case it is unlikely that executive management will agree to fund the project

  6. Taking on Too Many New Projects • “Our department keeps taking on extra projects but sometime after we have committed to a new project it becomes clear we don’t have enough resources to meet all the deadlines and we all have to work overtime. It gets very stressful!”

  7. Wasting Talent • “When a new project starts it grabs all the best people who are available. Some time later if this project becomes less important to the business no one attempts to move the best people onto critical projects to help.”

  8. Resource Silos • “We can always guarantee to complete projects we are given because every project is resourced separately.”

  9. Lack of Visibility • “You would think the problems of resource silos would not be tolerated by management.”

  10. What is next? • Pray or get organised? • Understand the current business drivers • Know what you are replacing and particularly previous nightmares • Establish what is needed • Be prepared to change

  11. Classical nightmare scenarios • Losing customers because of consistent incorrect invoicing • Blindly using external associates and losing margin on business won • Committed to a business project without understanding the impact on other projects • Marketing Department announcing incorrect product release dates

  12. Establish what is needed • Statement of Requirements (SoR) • Avoid the dreaded wish list and ‘sweet shop syndrome’ • Keep it focussed and relevant • Make it clear and ensure that it is factual

  13. Describe each type of user ? What is their working environment? What are their pain-points – what holds them back? What are the Implications of these? What would they need from a solution to address their problems? Map out the Users User Type Environment Goals & Objectives Pain / Problems Implications Solution Vision - Needs

  14. High Level Business Needs

  15. Key elements of a Business Case • Executive Summary • Operational and Financial highlights • Introduction • Explain motivation for the proposed implementation of a PPM solution • Definitions and terms • Business Strategy • Implementation needs to be seen in context of the business strategy

  16. Key elements of a Business case (Cont’) • Acceptance criteria and risks • As Is • Strengths and weaknesses • Cost of doing nothing • Options • Alternative solutions that have been looked at. • Recommendations • Mark options against financial acceptance criteria and suppliers’ criteria

  17. Key elements of a Business case (Cont’) • Implementation • Described preferred option to be implemented • Preferred supplier details on • Product components • Implementation Methodology and timescales • Relevant Experience

  18. Tips • Sell the concept • Write from perspective of the audience • ‘What’s in it for me syndrome’ • Develop emotional appeal • Make use of anecdotal evidence • Use ‘Scenarios’ • Use prototypes, site visits: tangible is good

  19. PPM benefits aligned to business drivers • Cost reductions • Minimise and mitigate risk • Improve performance

  20. PPM benefits – Cost reductions • Eliminate poor performing projects • Improve resource utilisation (get more out of your people) • Reduce administrative overheads • Identify problems early

  21. PPM benefits - Minimise and mitigate risk • Learn from past projects • Improve speed and quality of decision-making • Reduce the risk of losing money on client projects • Minimise risk of over-committing • Reduce the risk of skills shortage at critical times • Client related issues

  22. PPM benefits – Improve performance • Improve financial performance • Improve organisational agility • Improve productivity • Improve ability to deliver • Improve product process

  23. In Summary Funds ! Feeling Facts Idea

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