DoWhatMattersExecutiveOverview-jul01
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The document discusses how organizations can align their people and projects with priorities. It recommends measuring people, projects, and priorities; managing opportunities, resources, work initiation, delivery, and analysis; deciding on clear priorities and tying projects to them; balancing new and existing opportunities; forecasting and planning resource needs; and using priority, opportunity, and work data to ensure continued alignment and make adjustments when needed. The overall goal is to identify an organization's priorities and align all people's efforts to achieving those priorities.
DoWhatMattersExecutiveOverview-jul01
- 1. www.niku.com Do What Matters Aligning your People with your Organization’s Priorities
- 2. www.niku.com 6/7/2001 How to tell if People + Projects = Priorities? What are all your people working on? What are your active projects? Are your people and projects aligned with your priorities?
- 3. www.niku.com 6/7/2001 Measuring People, Projects and Priorities Measurement is the key – Priority Management – Opportunity Management – Resource Management – Work Initiation – Work Delivery – Work Analysis
- 4. www.niku.com 6/7/2001 ProjectsProjectsProjectsProjectsProjectsProjectsProjects Projects, Opportunities and Priorities Executive Strategy Organizational Opportunities Priorities Projects
- 5. www.niku.com 6/7/2001 Priority Management Decide on your priorities! Articulate, understand, review and prioritize them. Tie them to projects so that as projects are worked and costs and benefits realized, these can be aggregated and managed at the priority level. Plan your capacity at the priority level, and enforce your prioritization plan.
- 6. www.niku.com 6/7/2001 Opportunity Management Balance new and existing opportunities. Match demand to available supply. Weigh opportunities against priorities and judge them using quantitative metrics such as ROI or payback analysis to determine expected benefit. Explore “what-if’ scenarios to decide the right mix of opportunities. Set your budget and benefits here.
- 7. www.niku.com 6/7/2001 Resource Management Manage both internal and external resources. Forecast skill requirements based on priorities. Plan your resources against these forecasts. Meet skill shortages with increased recruiting, training or partner alliances. Meet skill excesses through retraining or priority readjustment.
- 8. www.niku.com 6/7/2001 Work Initiation Plan the effort. Decide on the process and initiate the project. Tie projects to priorities allowing the priority to aggregate information for executive review. Allocate resources based on their availability. Schedule the work, balancing this new demand with existing supply. Define schedules and plans and assess risks. Reanalyze budgets and benefits.
- 9. www.niku.com 6/7/2001 Work Delivery Do what matters! Encourage your teams to work together for greater efficiency. Enforce best practices and corporate standards through the plan. Manage deliverables as assets, allowing for greater reuse and increased efficiency. Assign cost and time to projects, keeping schedules and cost pictures up to date and allowing for real-time information flow.
- 10. www.niku.com 6/7/2001 Work Management Verify your work is on track. Perform project accounting. Bill and Invoice your external customers, or manage charge backs for internal customers. Aggregate real time priority, opportunity, and work information at any level of the organization. Take corrective action if needed. As both priorities and schedules change, periodically review all projects to verify alignment with priorities. Continually perform cost, budget, and benefits analysis.
- 11. www.niku.com 6/7/2001 Time Tracking You know: – Real time status on projects – Resource loading of your organization – Real time cost of projects – Where the project underages and overages are: in time or in money – % of rework! If you understand when your people are busy, you are less likely to overschedule them!
- 12. www.niku.com 6/7/2001 Do What Matters Identify your organization’s priorities Align your people’s efforts to your organization’s priorities
Editor's Notes
- #3: Do you worry whether your organization is working on the right things? Are your projects in line with your corporate objectives? Have you ever asked yourself, what are all my people working on? Do your projects take too long, and when they are done, do they not deliver business value? Do you feel that your business initiatives are not getting the attention that you expect them to?
- #4: Need to define priorities (Priority Management). Need to quantify opportunities and initiatives (Opportunity Management) Need to prepare your work, using historical data (Work Initiation) Need to automate your work delivery Need to measure your people, your costs, and your progress (Work Analysis) This all must b done real time
- #12: If you do not track time, you cannot get real time input. You will nit be able to monitor things in real time, and will get information too late to do anything with it. Its like driving by looking in the rearview mirror.