2016 Get the most from your project portfolio
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GET THE MOST FROM YOUR PROJECT PORTFOLIO Philippe Husser
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Transcript of 2016 Get the most from your project portfolio
GET THE MOST FROM YOUR PROJECT PORTFOLIO
Philippe Husser
Executive Summary
• There is a correlation between a organization’s performance and its ability to successfully implement progress initiatives.
• However most large complex organization’s struggle to manage a high-impact portfolio of progress initiatives.
• Increase your organization’s performance by managing effectively a Progress Initiative Portfolio with the Progress Initiative Management System PIMS.
• PIMS success is based on a Community of Progress Portfolio Managers, on a Dual Operating System linked to the legacy planning system, and on a Web-Application.
• PIMS is affordable, user-friendly, 24X7, secured, with up to 15 000 actions and as many users, linked to the legacy planning system, delivering a single version of truth on progress and impact to Corporate and Decentralized organizations worldwide.
Page 2
There is a correlation between a organization’s performance and its ability to successfully implement progress initiatives
3
62 56 51 38
26
Well aboveaverage
Somewhatabove
average
Average Somewhatbelow
average
Well belowaverage
% Strategic Initiative Successfully Implemented
Source : Economist Intelligence Unit’s March 2013 global survey and BCG Strategic Initiative Management: The PMO Imperative, November 11, 2013
ILLUSTRATION
Organization’s financial performance compared with peers
However most large complex organization’s struggle to manage a high-impact portfolio of progress initiatives
4
Source : Economist Intelligence Unit’s March 2013 global survey and BCG Strategic Initiative Management: The PMO Imperative, November 11, 2013
Single most important factor for initiative lack of success ?
31
21
15
12
5
Lack of clearly defined milestones andobjectives
Lack of commitment by seniormanagement
Poor communication
Employee resistance
Insufficient funding
%
ILLUSTRATION
A Portfolio of Progress Initiatives Creates the Link Between the Organization’s Ambitions and a Set of Vital Few Initiatives
• A solution is offered by a Progress Initiative Management System (PIMS) managing as a group a collection of sub-portfolios, programs, projects, or operations to achieve the strategic objectives of an organization
• PIMS aligns with organizational strategies by selecting the right initiatives or projects required by the strategy, prioritizing the work and providing the needed resources
• Success is measured in terms of the aggregate investment performance and benefits realization of the portfolio
• Portfolio managers monitor strategic changes and aggregate resource allocation, performance, results, and risk of the portfolio
5
PIMS
PIMS Increases your Organization’s Performance by Managing Effectively its Progress Initiative Portfolio
• Collaborative Web-application with a « Single Version of Truth » Accessible Anywhere Anytime thru Single Data Entry
• Multiple Immediate Visibility on Data Entered to Authorized Users
• Encrypted Data Secured Guarantying High Confidentiality Level
• Multi-year Rolling Planning and Monitoring of Initiatives
• Smart, Simple, by Exception Management (Milestones, Impacts, Issues)
• Functional Performance (horizontal) and Business Entity Performance (Vertical) Coherence and Alignment
• Culture of Change Encouraged thru Organization-wide Community of PMOs Supporting the Progress Initiative Portfolio Management
6
KEY BENEFITS
The Portfolios can be Managed by Organization thanks to the Web-application Vertical Structure Based on 4 Levels
Organization
Initiative Initiative
Project Project
Delivrable Delivrable Delivrable
Organization
Level 1 - Initiative
Level 2 - Project
Level 3 - Deliverables Start date
End date
Impact KPI*s
Consolidation of KPI*s
and dates
Consolidation of KPI*s
and dates
* KPI : Key Performance Indicator 7
The Portfolios can also be Managed by Function thanks to the Web-application Horizontal Structure Capability
Page 8
Corporate 1
Initiative A Initiative B
Project
B2
Project
B1
Department 2
Initiative E Initiative F
Project
F2
Project
F1
…
…
…
…
Location 3
Initiative H
Project
H1
Functional or Transversal Portfolios of Initiatives and Projects
PIMS is a Rolling Dual Operating System Synchronized with the Legacy Organization’s Steering System
Executive Committee
Strategic Teams
Tactical Teams
Progress Priority Portfolio Updates
Executive Team Priorities
1 Strategic Phase 2 Tactical Phase 3
4
Portfolio Performance (Benefit Realization, Progress, What’s Important Now)
Operational Phase Reviews of Portfolio
Performance
Progress Initiative Portfolio Updates
Progress Initiative Portfolio Updates (Scorecard and Deliverables)
9
ILLUSTRATION
The Portfolio Operating System is a four-step process
Page 10
Define Strategic Objectives and
KPIs
Strategic Process
Identify Strategic Initiatives and build Portfolio
Portfolio Process
Manage Initiatives and Deliver Impact
Project Process
Embed Initiative Management in
Governance
Governance Process 1 2 3 4
• Sponsorship • Strategic Themes • Strategy Map • Balanced Scorecard • Performance Drivers • Objectives • KPIs • Targets • Capacity planning • Budget
• Identification • Categorization • Evaluation • Prioritization • Balancing • Selection • Authorization
• Chartes projets • Ressources et budget • Roadmaps et livrables • Benefit Realization
Plan • Jalons et Gains • Risques • Clôture des projets et
validation des gains
• Calendrier des revues de portefeuille
• Revue de la performance du portefeuille
• Evolutions du portefeuille
• Résolution des problèmes
The Portfolio Management relies on 16 Processes
Page 11
Knowledge Areas
Process Groups
Defining Process Group Aligning Process Group Authorizing and Controlling
Process Group
Portfolio Strategic Management
4.1 Develop Portfolio Strategic Plan 4.2 Develop Portfolio Charter 4.3 Define Portfolio Roadmap
4.4 Manage Strategic Change
Portfolio Governance Management
5.1 Develop Portfolio Management Plan 5.2 Define Portfolio
5.3 Optimize Portfolio 5.4 Authorize Portfolio 5.5 Provide Portfolio Oversight
Portfolio Performance Management
6.1 Develop Portfolio Performance Management Plan
6.2 Manage Supply and Demand 6.3 Manage Portfolio Value
Portfolio Communication Management
7.1 Develop Portfolio Communication Management Plan
7.2 Manage Portfolio Information
Portfolio Risk Management
8.1 Develop Portfolio Risk Management Plan
8.2 Manage Portfolio Risks
Source : PMI – Portfolio Management
Each Management Level Takes Decisions Based on a Single Screen View of Their Portfolio Progress, KPIs*, WIN**
12
* KPI : Key Performance Indicator **WIN : What’s Important Now to Do to Achieve Milestones and Targets Source : Roland Berger RBPoint powered web-application
ILLUSTRATION
The Portfolio Management System Must be Run by Corporate and Decentralized Initiative Portfolio Managers
• A Portfolio, Program, or Project Management Office (PMO) is an organizational structure that may be used to standardize the Portfolio, Program, or Project-related governance processes and facilitate the sharing of resources, methodologies, tools and techniques.
• Some organizations find that having an organization-wide PMO, sometimes called a Center of Excellence, is an effective integrating function because it has visibility of and influence on all related Portfolio, Program, or Project Management activities.
• These PMO are value oriented more than process oriented. They manage the inputs and outputs of their Portfolio. They monitor and alert management by exception on milestones and impact realization. They focus on the top 10 most important items. They are forward looking more than backward looking. They force decisions.
13
These Portfolio Management Officers and Initiative Managers Belong to a Professionalized Organization-wide Community
14
Corporate 1
Initiative A Initiative B
Project
B2
Project
B1
Department 2
Initiative E Initiative F
Project
F2
Project
F1
…
…
…
…
Location 3
Initiative H
Project
H1
ILLUSTRATION
Corporate and Decentralized Initiative Portfolio Managers Have Defined Roles and Responsibilities
Corporate PMO
• Establishing and maintaining a framework and a methodology
• Establishing and maintaining relevant initiative portfolio management processes
• Establishing and maintaining the appropriate Web-platform supporting the process
• Meeting legal and regulatory requirements
• Establishing and coaching the appropriate community of local progress initiative portfolios
• Guiding the selection, prioritization, balancing, and termination of Group initiatives
• Providing key stakeholders with timely assessment of initiatives milestones, impact and issues
Decentralized PMO
• Deploying and running management processes in the local entity
• Establishing and coaching the appropriate community of local entity initiative and Project Managers
• Guiding the selection, prioritization, balancing, and termination of entity initiatives and projects
• Providing local entity Management Team with timely assessment of initiative portfolio progress, impact and issues
15
One of the roles of the PMOs is to identify and counter the various biases endangering the Portfolio Performance
Page 16 Source: The Case for Behavioral Strategy, McKinsey 2010
bias
Stability
Action
Social
Interest
Model
Create a tendency toward inertia in the presence of
uncertainty
Lead us to recognize patterns even when there
are none
Drive us to take action less thoughtfully than we should
Arise in the presence of conflicting incentives, including nonmonetary
and even purely emotional ones
Arise from the preference for harmony over conflict
Prendre conscience des biais cognitifs
• Les biais orientés « action » – Optimisme excessif, confiance trop grande, sous-estimation des propres évolutions des concurrents – Nous surestimons ce que nous savons, nous sous-estimons ce que nous ne savons pas – L’inattendu a presque toujours une seule conséquence : l’augmentation du coût et du délai de réalisation d’un projet
• Les biais orientés « intérêt » – Manque d’alignement des actes de reconnaissance, attaches émotionnelles, mauvaise compréhension des objectifs
stratégiques
• Les biais orientés « modèles » – Attache à des leaders d’avant, à des expériences passées, à un champion, à des croyances – Erreur de narration, ou comment nous nous leurrons avec des histoires et des anecdotes – Erreur de confirmation ou propension à ne pas considérer la partie vierge de notre bibliothèque – Problème de Diagoras
• Les biais orientés « stabilité » – Ancrage sur des valeurs d’avant, attention insuffisante aux coûts cachés, préférence pour le statu quo, refus des pertes
supérieure à la recherche des gains – Nous attribuons nos réussites à nos compétences, et nos échecs aux événements extérieurs que nous ne contrôlons
pas
• Les biais orientés « social » – Pensée de groupe, suivi privilégié des idées des leaders en place
Page 17
A Portfolio Maturity Model helps the PMO and the Portfolio Eco-system work on what will improve its performance
18
Système de pilotage initiatives Impacts
La maturité des acteurs clés en matière de pilotage de projets, programmes et
portefeuilles est évaluée et un plan d’action d’amélioration est établi
Focalisées sur les priorités définies par l’organisation
Clairement définis, quantifiés, et suivis à l’aide d’indicateurs éclairant le futur
Un processus de pilotage du portefeuille synchronisé avec les grandes points de rencontre du système de pilotage de
l’organisation est établi, il est respecté et des actions d’amélioration sont en
place
Définies avec un lotissement structuré logique et des livrables et jalons à
échéances courtes
Avec un plan de réalisation des impacts cohérent avec le plan de réalisation des
jalons clés
Des actions sont clairement identifiées dont l’objectif est de réduire les risques, respecter les plannings et atteindre les
niveaux d’impacts recherchés
Avec des responsabilités clairement identifiées sur chaque composant en
portefeuille
Pilotés en cible, réalisé et reprévu et validés par la fonction finance de
l’entité concernée
A Portfolio Maturity Model helps the PMO and the Portfolio Eco-system work on what will improve its performance
19
Système de pilotage initiatives Impacts
La maturité des acteurs clés en matière de pilotage de projets, programmes et
portefeuilles est évaluée et un plan d’action d’amélioration est établi
Focalisées sur les priorités définies par l’organisation
Clairement définis, quantifiés, et suivis à l’aide d’indicateurs éclairant le futur
Un processus de pilotage du portefeuille synchronisé avec les grandes points de rencontre du système de pilotage de
l’organisation est établi, il est respecté et des actions d’amélioration sont en
place
Définies avec un lotissement structuré logique et des livrables et jalons à
échéances courtes
Avec un plan de réalisation des impacts cohérent avec le plan de réalisation des
jalons clés
Des actions sont clairement identifiées dont l’objectif est de réduire les risques, respecter les plannings et atteindre les
niveaux d’impacts recherchés
Avec des responsabilités clairement identifiées sur chaque composant en
portefeuille
Pilotés en cible, réalisé et reprévu et validés par la fonction finance de
l’entité concernée
Cartographie des PMOs
Calendrier
PIMS
Portfolio Manager (porté par le DQ, le BPC…) et PfMO sont en
place. Mais leur maturité est variable
Rôle au niveau attendu
GERANT
DGDI DGOP DGCD DGPZ DGAQ DGMR DGP DGF
DGD DGAD
DGRD
ERM
TCI
DGSI
DGA
ZONES ZONES Zones Géo
Progrès
LPTC
DLPS
LPMAT
TCO
ETC
PS Prod. System
MV Mktg & Ventes
SC Service au Client
LPPL
MBS
EUO AIM E2A ADS
ZG
TC
PL
EUR CHN NA
Detailed ZG / UOT PIMS network
PS
AV AG GC 2R
Rôle seulement partiellement pris en charge
Rôle non pris en charge actuellement
Niveau de maturité du réseau PIMS actuel : Rôles en cible :
Sponsor / Leader
PMO
EMI MP PO TEC
T3
Simplify
Serve Customer
Digitize
Empower
La mise à jour est cohérente avec les besoins du calendrier de pilotage et des actions d’amélioration sont réalisées
En
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# P
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co
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d, n
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stop
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MA
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MA
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111
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PL/P
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261
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5247
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1199
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140
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364
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4360
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6284
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536
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S (2
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3205
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25
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3201
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F59
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MB
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ES
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15
200
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21
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RE
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1199
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11
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195
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192
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5179
MB
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616
DG
SI
3168
LP
AV
49
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PLIF
Y2
144
MB
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XA
714
MB
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P/A
SA
/SP
8112
MB
S/C
ES
P/A
SA
/SP
814
MB
S/C
ES
P/M
XA
798
MB
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ES
P/M
NA
/SP
15
13
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M/N
L5
97
MB
S/C
ES
P/D
RO
69
11
MB
S/C
ES
P/IM
/SP
695
LP
PL/P
LE
/SC
23
8D
ynam
ic In
nova
tion
159
DG
A/A
I27
7LP
AG
/T1
25
DG
OP
/PS
55
7R
EC
AM
IC1
17
DG
A1
2D
GA
12
To
tal g
én
éra
l2746
83
To
tal g
én
éra
l2746
227008
L’alignement et la focalisation sont évalués et font l’objet d’actions d’améliorations
Page 22
ENTITES
DG
MR
/CM
DG
OP
/PS
/ME
DG
OP
/TC
O
DG
PZ
/AD
S
DG
PZ
/AD
S S
imp
lificatio
n
DG
PZ
/AIM
DG
PZ
/CH
N
DG
PZ
/E2A
DG
PZ
/EU
O
DG
PZ
/EU
R
DG
PZ
/NC
A
DG
RD
DG
SI
ER
M/E
UR
ER
M/G
E
ER
M/U
K
LP
PL
/PL
AI
LP
PL
/PL
CN
LP
PL
/PL
E
LP
PL
/PL
EA
LP
PL
/PL
EO
LP
PL
/PL
NA
LP
TC
/TC
AR
LP
TC
/TC
E/I
LP
TC
/TC
EA
MA
T.G
DM
.ES
.LIM
IX
MB
S/C
ES
P/M
NA
/RR
SIM
PL
IFY
TC
I
To
tal g
én
éra
l
Simplify_Efficiency RDI LPTC 1 1 1 1 4
Simplify_IS2018 3 3
Simplify_Koliber / Process Optimization 45 8 35 117 21 19 63 4 312
Simplify_Lean Customer Centric 2 2
Simplify_MBS++ 1 2 1 4
Simplify_Mode de Fonctionnement and Irritants 2 1 2 5
Simplify_Mutualize Time Zone Europe Support + Business 2 2
Simplify_Other Projects 2 4 9 4 2 1 1 4 27
undefined 2 4 1 30 8 1 7 16 10 1 4 4 7 1 3 2 2 2 2 1 11 119
Total général 6 4 1 47 40 43 118 26 7 30 79 6 3 10 1 4 4 7 1 5 2 3 6 1 6 1 4 2 11 478
Les impacts sont évalués et font l’objet d’actions correctives si besoin
Page 23
PA 2016 Étiquettes de colonnes
ENTITES DG
PZ
/CH
N
DG
PZ
/NC
A
DG
PZ
/AIM
DG
PZ
/AD
S S
imp
lificatio
n
DG
PZ
/AD
S
DG
PZ
/EU
R
DG
PZ
/E2A
TC
I
ER
M/E
UR
LP
TC
/TC
AR
DG
RD
ER
M/U
K
LP
PL
/PL
AI
DG
PZ
/EU
O
DG
MR
/CM
DG
SI
LP
PL
/PL
NA
LP
TC
/TC
EA
LP
PL
/PL
EA
LP
PL
/PL
CN
LP
PL
/PL
EO
DG
OP
/PS
/ME
MB
S/C
ES
P/M
NA
/RR
MA
T.G
DM
.ES
.LIM
IX
SIM
PL
IFY
DG
OP
/TC
O
LP
TC
/TC
E/I
LP
PL
/PL
E
ERM/GE
To
tal g
én
éra
l
Simplify_Efficiency RDI LPTC 1 1 1 1 4
Simplify_IS2018 3 3
Simplify_Koliber / Process Optimization 66 33 19 4 17 10 13 2 164
Simplify_Lean Customer Centric 2 2
Simplify_MBS++ 1 1 1 3
Simplify_Mode de Fonctionnement and Irritants 1 1 1 3
Simplify_Mutualize Time Zone Europe Support + Business 1 1
Simplify_Other Projects 6 2 1 3 1 1 2 1 17
undefined 1 15 5 15 1 10 10 2 4 4 4 2 2 1 2 3 2 2 1 1 1 88
Total général 67 48 24 20 19 17 16 10 10 6 5 4 4 4 4 3 3 3 3 3 2 2 2 1 1 1 1 1 1 285
ENTITES PA 2016 PA 2017 PA 2018 PA 2019 PA 2020
Simplify_Efficiency RDI LPTC 4 0 0 0 0
Simplify_IS2018 3 0 0 0 0
Simplify_Koliber / Process Optimization 164 188,5 53 14 7
Simplify_Lean Customer Centric 2 0 0 0 0
Simplify_MBS++ 3 -10 0 0 0
Simplify_Mode de Fonctionnement and Irritants 3 5 0 0 0
Simplify_Mutualize Time Zone Europe Support + Business 1 10 0 0 0
Simplify_Other Projects 17 63,5 67 11 0
undefined 88 49 8 5 0
Total général 285 306 128 30 7
Les impacts sont mis à jour et font l’objet d’actions correctives si besoin
Page 24
< 1
mo
is<
2 m
ois
< 3
mo
is<
4 m
ois
4 m
ois e
t
au
-de
là
DG
MR
/CM
0%
96%
96%
100%
100%
DG
OP
/MS
0%
58%
58%
58%
100%
DG
OP
/PS
100%
100%
100%
100%
100%
DG
OP
/PS
/PO
0%
0%
0%
0%
100%
DG
OP
/TC
O0%
37%
58%
58%
100%
DG
PZ/A
DS
18%
33%
53%
64%
100%
DG
PZ/A
IM26%
45%
61%
62%
100%
DG
PZ/C
HN
36%
50%
50%
53%
100%
DG
PZ/E
2A
24%
34%
39%
39%
100%
DG
PZ/E
UO
16%
21%
26%
39%
100%
DG
PZ/E
UO
/SC
0%
0%
0%
0%
100%
DG
PZ/E
UR
60%
88%
88%
88%
100%
DG
PZ/N
CA
26%
28%
58%
60%
100%
DG
RD
8%
61%
92%
96%
100%
DG
RD
/CTA
S0%
40%
40%
40%
100%
DG
RD
/CTE
0%
0%
0%
0%
100%
DG
RD
/CTJP
0%
0%
0%
0%
100%
DG
RD
/CTTH
0%
0%
0%
0%
100%
DG
RD
/NA
0%
0%
0%
0%
100%
DG
SI
0%
0%
0%
0%
100%
ER
M/D
K0%
0%
0%
0%
100%
ER
M/E
UR
29%
35%
89%
89%
100%
ER
M/F
IN0%
0%
36%
36%
100%
ER
M/F
R0%
0%
0%
61%
100%
ER
M/G
E65%
68%
68%
68%
100%
ER
M/N
L33%
33%
33%
100%
100%
ER
M/S
P15%
15%
100%
100%
100%
ER
M/S
WE
0%
0%
0%
0%
100%
ER
M/S
WI
0%
0%
0%
0%
100%
ER
M/U
K24%
29%
43%
88%
100%
LP
2R
0%
0%
29%
29%
100%
LP
AG
53%
80%
81%
92%
100%
LP
AG
/TIQ
31%
31%
31%
63%
100%
LP
AV
0%
0%
0%
0%
100%
LP
GC
62%
62%
62%
62%
100%
LP
GC
/T0%
0%
0%
0%
100%
LP
MA
T50%
50%
50%
100%
100%
LP
PL/P
LA
I0%
0%
87%
95%
100%
LP
PL/P
LC
N32%
41%
100%
100%
100%
LP
PL/P
LE
43%
54%
89%
89%
100%
LP
PL/P
LE
/MK
T0%
0%
21%
47%
100%
LP
PL/P
LE
/SR
T91%
91%
91%
91%
100%
LP
PL/P
LE
A0%
0%
76%
81%
100%
LP
PL/P
LE
O19%
24%
97%
97%
100%
LP
PL/P
LN
A32%
32%
94%
96%
100%
LP
PL/P
LS
A55%
57%
95%
98%
100%
LP
TC
/TC
AI
0%
0%
70%
74%
100%
LP
TC
/TC
AR
28%
42%
78%
78%
100%
LP
TC
/TC
AS
35%
38%
72%
89%
100%
LP
TC
/TC
CN
3%
21%
21%
24%
100%
LP
TC
/TC
E/I
53%
61%
61%
98%
100%
LP
TC
/TC
EA
0%
0%
71%
83%
100%
LP
TC
/TC
EO
10%
10%
72%
95%
100%
LP
TC
/TC
RE
4%
13%
69%
71%
100%
LP
TC
/TC
RE
/MS
0%
0%
0%
0%
100%
LP
TC
/TC
RE
/SC
0%
0%
0%
0%
100%
LP
TC
/TC
RE
/T5%
75%
90%
90%
100%
LP
TC
/TC
T3
0%
0%
0%
0%
100%
MA
T.C
PA
0%
0%
0%
0%
100%
MA
T.C
PV
0%
0%
0%
0%
100%
MA
T.D
om
.SF
22%
38%
38%
58%
100%
MA
T.G
DM
.CH
0%
0%
0%
0%
100%
MA
T.G
DM
.ES
0%
0%
0%
0%
100%
MA
T.G
DM
.ES
.LIM
IX10%
90%
90%
90%
100%
MA
T.G
DM
.NR
0%
0%
0%
0%
100%
MA
T.G
DM
.PC
MA
0%
0%
0%
0%
100%
MA
T.G
DM
.PC
OR
0%
0%
100%
100%
100%
MA
T.G
DM
.RM
0%
0%
0%
0%
100%
MA
T.G
DM
.TE
X 2
015
0%
0%
0%
0%
100%
MB
S C
OM
MO
N0%
0%
0%
22%
100%
MB
S/C
ES
P/C
FE
/RR
0%
0%
0%
20%
100%
MB
S/C
ES
P/C
FE
/SP
0%
0%
0%
21%
100%
MB
S/C
ES
P/C
HN
0%
0%
0%
19%
100%
MB
S/C
ES
P/D
RO
6%
6%
6%
24%
100%
MB
S/C
ES
P/M
NA
/RR
0%
0%
0%
36%
100%
MB
S/C
ES
P/M
NA
/SP
0%
0%
0%
58%
100%
MB
S/C
ES
P/M
XA
0%
0%
0%
58%
100%
OP
E_A
mont
0%
0%
0%
0%
100%
TC
/A4Z
73%
73%
82%
82%
100%
TC
I48%
87%
90%
97%
100%
Cu
mu
lativ
e %
of p
roje
cts
with
up
da
ted
KP
Is b
y m
on
th
• Elevate Portfolio Management to a Strategic Level
– Aligned with Entity Strategic Objectives – Impact Defined (KPI*, €, FTE) at Project Level – Key Milestones Defined with Start and End Dates at the Deliverable Level
• Create a Portfolio-Minded Culture
– Management Teams Trained to Manage Portfolio Performance – Entity PMO*** Identified and Trained to PIMS and Portfolio Management – Initiative / Project / Deliverable Accountables Trained to Project Management
• Implement Appropriate Tools and Practices
– Short Monthly Reviews Rather Than Longer Quarterly Reviews – Focus On Progress, Impact And WIN** and Management by Exception – Fast Decisions Taken When Needed
The Successful Implementation and Management of PIMS Relies on 3 Key Success Factors
25
**WIN : What’s Important Now to Do to Achieve Milestones and Targets *** PMO : Portfolio Management Officer
* KPI : Key Performance Indicator
GET THE MOST FROM YOUR PROJECT PORTFOLIO
Philippe Husser - 2015
