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The purpose of portfolio management
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Djoni Wibisono, MBA, PgMP, PMP, CSM
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Portfolio is to determine resource allocation based on Value, Alignment and Balancing
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The purpose of portfolio management
1.
The Purpose of Portfolio Management (By Djoni Wibisono, PMP, PgMP, CSM) What will we do with a bunch list of projects? This raises concerned the necessary of the projects and its worth to organization. Moreover, this relates to question on choosing ‘the right project’. Portfolio management can help us on the decision-making process for the identification and prioritization, as well as resource allocation to support the achievement of strategic objectives that lead to having ‘the right project’. Few purposes of portfolio management: 1. Maximize the value. The results of all initiatives (projects and operations) should obtain optimal value to the organization. Several techniques can be done such as ranking or scoring method for each initiative. Scoring can be based on the value of the financial, risk, and strategic value by using a baseline that has been set as a reference. ’However beautiful the strategy, you should occasionally look at the result – Winston Churchill’ 2. Strategic Alignment. There should have linkage conformity between initiative and the strategic objective of the organization. This encourages organization to focus on achieving higher result for the organization’s benefits. Henry Mintzberg on his theory of Five Ps for strategy, that strategy is a concept that exists only on the minds of interested parties, or someone’s imagination, the key important thing is that the perspective is shared, as a collective mind. 3. Balance. The initiatives to fulfill organization requirements should be in the right uniform distribution on appropriate consideration. Balanced could be in terms of risk, for instance, that not all projects have a high risk / low; in terms of product or service, investment should not be entirely for innovation purpose that just yet to consider the existing services to keep it properly maintained. This also leads to question what organization focus whether in growth or sustainability. The common approach for this approach is using a bubble diagram. ‘Don’t put all eggs in one basket’ Yes, it is a matter of resource allocation to determine the right number of projects through redefining strategic fit, strategic contribution and strategic priorities. Furthermore, the organization can leverage and continue to improve ‘the project right’ execution wise, as well as having ‘the right project’ to achieve organizational strategy. "Strategy Becomes real when you start spending / do action".
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