Implementing Corporate Portfolio
Management - the Met Office journey
so far
Karen Dutton – Managing Resources and Priorities Process Owner
Nina Hartley - Managing Resources and Priorities Process Manager
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Today’s Presentation
• Introduction to the Met Office
• Understanding Our Situation
• Why “Corporate Portfolio Management”?
• How are we implementing our corporate
portfolio
• Governance and assurance considerations
• Key lessons so far
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Introduction to the Met Office
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Basic facts
Turnover
~£208m
(approx 16% Commercial)
People
~2000 Staff
~1400 at Exeter HQ
Locations
~50 manned locations
~Many more unmanned observing sites
~inc 5 permanent and 2 Mobile Met Unit overseas sites
Working areas
37% Forecasting & Observations
28% Science & Research
16% Technology (IT)
12% Commercial and Government Business
7% Corporate Services
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Providing Accurate Forecasts
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Super computer
IBM Power 7 Technology
• Water cooled
• Up to 1200 trillion calculations per second
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Communicating the forecast
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We provide services for…
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Understanding our Situation
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Supply
Demand
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RECOGNISE THIS SITUATION?
WITHOUT
Good stuff
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Why “Corporate Portfolio Management”?
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Work the
problem,
people!
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Backlog
&
slippage
STRATEGY
CUSTOMER
Demand
Management
Translation
Into Financial
Forecast
Resource
Planning &
Management
Cross-Org
Impact
Analysis
Macro
Planning &
Scheduling
Prioritisation
CUSTOMER
STRATEGY
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Not a single
square peg
needing to fit
into a round
hole!
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Backlog
&
slippage
STRATEGY
CUSTOMER
Demand
Management
Translation
Into Financial
Forecast
Resource
Planning &
Management
Cross-Org
Impact
Analysis
Macro
Planning &
Scheduling
Prioritisation
CUSTOMER
STRATEGY
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Aims
• To design, develop, implement, embed and manage a
corporate process for resource management and
prioritization, which empowers people to take action
within appropriate “boundaries”.
• To give managers (at all levels) the right tools and skills
to manage resources, prioritize and feel empowered to
act more quickly.
• To move to a more continuous cycle planning model.
• To only have ONE of anything. That could be that a
process, tool, database, definition of unit etc.
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Benefits
Benefits
• Improved decision making at all
levels of the organization in terms
of:
• Prioritization can be done effectively
and accurately at all management
levels within boundaries, with
confidence
• Better alignment of activities so we
focus on doing the RIGHT THINGS
• Impact of changes to the plan can be
seen, understood and explained in
context, so we can continue to do the
RIGHT THINGS.
• More time spent ensuring delivery of
the RIGHT THINGS.
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Benefits
• Quicker interventions to identify
and rectify issues
• Better business performance 1
through more effective resource
deployment.
• Increased efficiency through single
data sources and unified
management reporting.
How are we implementing our corporate
portfolio
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What are Process Streams?
Corporate
Plan
MUST
DO
HOW WE
DO IT
Good practice
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Process Streams
Business Rules
Processes, Procedures
and Instructions
Professional Guidance
Principles & Which
Means That
statements
User Journeys
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The ONE Initiative
The feedback heard in many a conversation is
that we are too siloed, so what are we going to
do about it?
• A way of delivering efficiencies – only have ONE of
anything – a system, process, method.
• A way of thinking – think ONE, one organisation, one
BIG team, one business
• A way of joining things up – ONEness, one thing
relates to another and by understanding this and
joining them together, we can be more effective, less
siloed (perhaps)
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Progress has been made...
• The process is written and published
• The Macro Plan is being constructed
• The language of the business is starting to
change slowly
• Single Sources of Truth/Single Versions of Truth
• “this Portfolio Management stuff” (better than nothing)
• Recognition that Resource Management is
different to Financial Management and you
have to consider both to be effective.
• Awareness of the importance of rationalised,
standardised and visible management
information & data is rising (slowly)...
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Key lessons so far
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Words of wisdom
• Writing a process is easy, change is
difficult.
• Rationalising 25 years of organic growth in data
and management information is like a doing a
Chinese puzzle.
• There is a significant difference between doing
what is right and what is easy.
• Persistence is not futile, it’s necessary
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The journey continues…
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