The document discusses how organizations can deliver project, program, and portfolio management (P3M) through strategic talent management. It emphasizes developing an organization's core competencies, including adopting a strategic view of people. A key part of the strategy is implementing talent processes to build a learning culture and develop long-term project maturity. The goal is to transition working practices from traditional to more project-based approaches through leadership, governance, and a long-term focus on organizational development and people management.

1. Delivering P3M through Talent
Management
Amerjit Walia
AK Optimize

2. Amerjit Walia
 APM Fellow
 Chartered Fellow CIPD
 Head of HR function with various organisations
Projects that delivered talent….
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3. Our Session
 What is the context (challenges) and why do we need to
consider people (talent)?
 Developing core competencies – the strategic view of
people
 Strategic Talent Management approaches to delivering
P3M
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4. The Context
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5. The Challenges
 What are the key challenges for Programmes?
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6. Here’s some
1. Underestimating programme complexity
2. Lack of adaptive leadership, commitment and sponsorship
3. Poor stakeholder engagement & relationships
4. Poor cross-functional communication/ relationships
5. Lack of integrated planning
6. No defined success metrics
7. Misaligned stakeholder requirements
8. Poor requirements management
9. Lack of broad change management – resistance comes from people NOT
processes/systems
10. Inadequate people management skills
11. Poorly defined project team roles
12. Lack of resources – people & finance (resource conflict)
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7. The Key Topics
 Challenges for P3M
o Knowledge Economy
o Uncertainty – Brexit to technological change
o Strategy – diversification, differentiation, Growth
 Developing project organisations - core
competencies
o Strategic view of people - Value Chain
o Capability V Capacity – people deliver projects -
portfolio
o Relational not transactional - Stakeholder
engagement
o Resource Based View
o Cross functional working – P3M
o Learning Organisation & Knowledge
Management
o Project Maturity © Amerjit Walia AK Optimize Limited 2020
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 Talent & P3M
o Governance & Leadership
o Strategic Talent Management
Approach
o Career paths
o Balance Scorecards – project
competencies
o Risk – the people element

8. Knowledge Economy
 “The knowledge economy is a set of integrated business
systems of consumption, production, and services that
is based on intellectual capital of its people”
 Three levels within organisations:
o Human (individual level)
o Social (groups, teams, functions)
o Organisational – core competencies of the organisation
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9. Projects are needed to maintain a competitive
edge in a knowledge economy
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10. Drivers of P3M
 Uncertainty – Brexit and other political/economic factors
 Technology – pace of innovation and change
 Strategic business needs – Strategic direction
 Social trends – reconfiguration of social living – needs/
expectations/ services
 Legal constraints and regulations
 Environmental challenges – planet, people and profits
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11. Developing Core competencies
“Organisational competencies are the competencies needed in the
organisation so that it can enhance it’s capability & capacity and remain
competitive in the market.”
“For Project, Programmes & Portfolio Management, it’s the
combination of project approaches, systems, processes and people
competencies that combine to give project organisations their unique
identity and competitiveness.”
Amerjit Walia, 2020
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12. Strategic View of People
 Developing capability and capacity for P3M
o Project approach
o Processes
o People
 Strategic view of people
o Corporate Approaches
• Value Chain - Porter
o Human Capital to Intellectual Capital
o Relational approach not transactional
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13. Resource Based View
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The resource-based view (RBV) is a model that sees resources
as key to superior firm performance. If a resource exhibits
VRIO attributes, the resource enables the firm to gain and
sustain competitive advantage.

14. Programmes
 Critical to success is cross functional working
o Across projects within programmes and portfolios
o Culture that fosters adaptive working
o Management style
o Communications
o Conflict resolution
 Stakeholder Engagement
 relationship building
 Registers and Communication Plans - Blockers V Champions
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15. From Lessons Learned to Continuous improvement to a
Learning Organisation
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16. Knowledge Management
“Knowledge management is important because it enhances
the efficiency & effectiveness of an organisation's core
competencies & decision-making ability. By ensuring that
all employees have access to and are equipped with the
right information & knowledge, the overall expertise
invested within the organisation allows talent to grow and
flourish.”
Amerjit Walia, 2020
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17. © Amerjit Walia AK Optimize Limited 2020
17Components of Knowledge Management

18. Best Fit V Best Practice
 Organisations pursue:
o Best practice – excellence models
o Best Fit – RBV and strategic needs models
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19. PEOPLE DELIVER PROJECTS
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20. Talent Management & P3M
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©amerjitwalia 2019

21. TM Processes
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Talent
Processes
©amerjitwalia
Attraction
Talent Pool
Performance
Management
Rewards &
Motivation
Learning &
Development
Competencies
& Behaviours

22. Career Paths in a Temporary World
 TM is a long term activity and requires long term
commitment as well as resources
 TM emphasises the need for succession planning – i.e. a
continuous ‘talent pool’ – that ‘future fit’
 How do we develop then career paths for people in
programmes in a temporary world?
o Short termism
o Short product life cycles
o Fixed contracts
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23. Performance & Balance Scorecards
 HR systems have mature performance management
systems to support P3M
 They link to competency development
 Balance Scorecards
 Rewards & Motivation
 Learning Organisation
o Building maturity
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24. Risk – the people element
 People Assurance
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Developed a 3 year Talent
Management Strategy to
deliver projects with greater
success & change its working
practices
Focused on leadership & governance
to lead project programmes more
effectively through adaptive
leadership & taking a long term
approach to people management
Rolled a 3 year Talent Management strategy with operational
plans to change working practices from traditional to more
project based practices. Changes were made to the infrastructure
of the organisation, project approach adopted and talent
processes were used to change the working culture of the
organisation. The key to success was the focus on building long
term project maturity by becoming a learning organisation.

25. SUMMARY
 The Context
 Developing core competencies
 Strategic Talent Management to deliver
P3M
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26. Thank You
Keeping in touch
@amerjitwalia
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