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![Process references
9
Pillar Problems Answers ID Pillar Category Problem Summary
Proactive and
visible senior
management
commitment
Alignment of
the portfolio
with strategic
objectives
Consistent and
effective
governance
alignment
Shared change
culture and
associated
behaviours
Coordination
through a
portfolio
office
Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating
Process
Constantly review / progress benefit estimation and
realisation. More accurate/realistic initial benefit
analysis and valuation. Is the benefit being realised, the
best that could be achieved in which case the original
estimating process is at fault, If benefit is not being
realised and should be then the BCM and SRO should be
held to account for delivery and an improvement plan
put in place.
Constantly review / progress benefit estimation and
realisation
7
Change Creation /
Sustainment
Projects may start off with a business case, but are the benefits
estimated (as part of that) progressed, especially when delivery
gets more difficult. Do organisations support projects estimating
benefits, and require they keep those up to date to enable re-
prioritisation?
s s p s s
http://www.projectmanagement.c
om/blog/The-Money-Files/2731/
Simple benefit management
guidance, with a discussion
about the realism of taking a
project / programme approach
to benefit realisation.
Identifies the realism which
faces organisations that don’t
do projects regularly, hence do
not get that projects and
programmes can be used to
deliver benefits.
3
Mayer, W. G.,
2014. The
Effect of
Optimism Bias
on the
Decision to
Terminate
Failing
Projects.
Project
Management
Journal, 45(4),
pp. 7-20.
This research is related in that
the literature review looks at
Project, Psychological, Social
and Organisational factors that
affect peoples decisions to
continue with failing projects
which is related to why
people/organisations may not
maintain business cases when
projects become difficult.
Specifically it researches tests
for inherent managerial
optimism when making
decisions to continue troubled
projects. It finds that decision
makers will often escalate
commitment to failing projects
because of over-optimism that
actual benefits outweigh
forecast benefits (in the
business case) and having
sufficient influence to affect
the outcome. Therefore
managers have unrealistic
positive views of failing
projects and failing projects
will deliver better than
expected business benefits.
2
Young, R. et al.,
2012. Is
strategy being
implemented
through
projects?
Contrary
evidence from
a leader in
New Public
Management.
International
Journal of
Project
Management,
30(8), p.887-
900.
This paper reports on the
effectiveness of the project
management and investment
frameworks in the State of
Victoria. It finds project
management and investment
practices comparable to best
practice but also finds 100
billion dollars invested in
projects over the past decade
without any evidence of
improvement in strategic goals.
It concludes that there may be
systemic deficiencies in our
project management and
investment frameworks. It
suggests that deficiencies in
the way projects are currently
selected and managed limit the
capability to realise strategic
goals. Future research to
develop programme
management, portfolio
management and project
governance is recommended to
increase the likelihood that
strategy will be implemented.
?? 2012 Elsevier Ltd. APM and
1
OGC, 2002.
Successful
Delivery
Pocketbook:
Preparation
Getting Ready
for
Programme/Pr
oject
initiation..
Norwich:
Crown
Copyright.
Covers the techniques needed
to understand and maintain
project benefits.
E.g.
- Benefits Cascade between
vision, objectives and
proposed solutions.
- Outcome mapping.
- Benefits management
Strategy.
- Strategic Context
- Achievability / Worth Doing
Matrix
- Options appraisal
- Goal Question Metric (GQM)
- Stakeholder mapping
1
Managing
Benefits
APMG International Guide on
Managing Benefits - a very
comprehensive guide.
1
http://www.fr
edcomm.com/
articles/detail/
stop_guesstim
ating_start_est
imating/
Reasonable overview on how
to achieve better estimates
rather than guesstimates.
2
Process
Align delivery, benefit measurement, and financial
governance cycles. Add benefit reporting to PMO
responsibility
Align delivery, benefit measurement, and financial
governance cycles. Add benefit reporting to PMO
responsibility
8 Conflict with Organisation
Annual budgeting cycles mean finance is often allocated before real
need is understood.
p
http://www.projectmanagement.c
om/discussion-topic/3720/IT-
Budgeting-Versus-Project-or-
Portfolio-Planning
Interesting illustration of how
budgeting cycles do not
support effective selection and
execution of projects /
programmes, and how they are
abused to support headcount
defence rather than benefit
case.
3
Management
of Portfolios
OGC guidance on how to
manage portfolios - in
particular principles that
describe alignment with
current budgeting cycles.
1
Project and
Programme
Accounting
John Chapman,
2006
ISBN-
10:1900391147
Covers designing a financial
approach that works in your
organisation
Process
One place for project information, prioritisation and
approval of projects. Use standards and provide
independent assurance. Single approval authority
based on agreed cost/benefit ratio and alignment to
strategic objectives as criteria for approval.
One place for project information, prioritisation and
approval of projects. Use standards and provide
independent assurance
9 Doing things wrong Due process bypassed for 'good reasons' s s p s s
http://www.projectmanagement.c
om/articles/275994/When-
Strategy-Met-Projects
Why do projects have nothing
to do with strategy
2 MSP/MoP/P2
OGC guidance on how to
manage P3.
1
https://www.g
ov.uk/governm
ent/uploads/sy
stem/uploads/
attachment_da
ta/file/220541/
green_book_co
mplete.pdf
Treasury Green Book 1
http://en.wiki
pedia.org/wiki
/Cost%E2%80%
93benefit_anal
ysis
Cost benefits analysis 2
Process
Change management and timescales processes to be
simple. Create, publicise and enforce use of a common
P3M glossary. Use Champion Challenger model to draw
out differences in terminology.
Change management and timescales processes to be
simple
42
Change Creation /
Sustainment
s p
http://www.projectmanagement.c
om/articles/282203/Do-You-Speak-
Stakeholder-
Examples of when using
practitioner language does not
work with business
stakeholders
3 MSP/MoP/P2
OGC guidance on how to
manage P3M.
1
Managing
Change: Robert
Heller, 1998
ISBN-10:0-7513-
0633-9
Essential Managers guide
covering all aspects of
implementing change
Process Use lead indicators. 43 No Proof of the pudding
Business change mechanisms and structures not in place to support
benefit measurement. No continuity within the business as
projects can get delivered by different people to those that started
them to different customers to those who requested them
s s s p
http://www.pmi.org/Knowledge-
Center/Academic-
Research/~/media/PDF/Surveys/C
arlosSerra-BenefitsRealization-
Summary-EngUS.ashx
Discussion of benefits
realisation tactics and how they
support 'success' in benefits
realisation
2
https://www.g
ov.uk/governm
ent/uploads/sy
stem/uploads/
attachment_da
ta/file/220541/
green_book_co
mplete.pdf
Treasury Green Book 1
http://en.wiki
pedia.org/wiki
/Cost%E2%80%
93benefit_anal
ysis
Cost benefits analysis 2
Process
Gap analysis. I.e. measure current maturity, ideal
maturity target and develop improvement plan to close
the gap.
Gap analysis 48 Starting change
Organisations know there is a problem, but can't express it, and
don't have contemporary knowledge to deduce an answer
p s s
http://www.resultspositive.com/u
ploads/news/files/four-starting-
points.pdf
This is a preamble to a software
solution, but this is an
interesting perspective on
getting PPM off the ground
3
http://onlineli
brary.wiley.co
m/doi/10.1002
/pmj.21307/ful
l
The findings enable managers
to address stakeholders more
effectively through an
increased understanding of
stakeholder behaviour and its
consequences.
Kotter, J. P.,
2007. Leading
Change: Why
Transformation
Efforts Fail.
Harvard
Business
Review,
January.
Most major change
initiatives—whether intended
to boost quality, improve
culture, or
reverse a corporate death
spiral—generate
only lukewarm results. Many
fail miserably.
Why? Kotter maintains that too
many
managers don’t realize
transformation is a
process,
not an event. It advances
through
stages that build on each other.
And it
takes years. Pressured to
accelerate the
process, managers skip stages.
But shortcuts
never work.
Equally troubling, even highly
capable
managers make critical
mistakes—such as
declaring victory too soon.
Result? Loss of
1
Kotter, J. P. &
Cohen, D. S.,
2002. The Heart
of Change:
REAL-LIFE
STORIES OF
HOW PEOPLE
CHANGE THEIR
ORGANIZATIO
NS. Boston,
MA: Harvard
Business
School Press.
By interviewing 400 individuals
from 130 distinct businesses to
get their change sagas,
authors John P. Kotter and Dan
S. Cohen further develop the
approach to organizational
change presented in Kotter’s
Leading Change (1996). Their
central insight is that
organizations change when
their people change. And
people change for emotional
reasons.
The authors warn against trying
to promote transformation in
your organization by relying
purely on spreadsheets or
reports, and provide
background information on
why it is
important also to address
employees’ emotions. They
explain that the best way to
engage
the emotions is not to “tell”
but to “show” – via videos,
displays or even office design.
The visual sense, they point
1
Beer, M. &
Nohria, N.,
2001. Cracking
the Code of
Change.
Harvard
Business
Review,
May–June.
To effect successful change,
first
grasp the
two basic theories of change:
1)Theory E change emphasizes
economic value—as measured
only by shareholder returns.
This “hard” approach boosts
returns through economic
incentives, drastic layoffs, and
restructuring. “Chainsaw Al”
Dunlop’s
firing 11,000 Scott Paper
employees
and selling several
businesses—tripling
shareholder value to $9
billion—is a stunning
example.
2) Theory O change—a “softer”
approach— focuses on
developing corporate culture
and human capability, patiently
building trust and emotional
commitment
to the company through
1
Beer, M.,
Eisenstat, R. A.
& Spector, B.,
1990. Why
Change
Programme
Don't Produce
Change.
Harvard
Business
Review,
November-
December.
Two years after launching a
change program
to counter competitive threats,
a
bank CEO realized his effort
had produced...
no change. Surprising, since he
and
his top executives had
reviewed the company’s
purpose and culture, published
a
mission statement, and
launched programs
(e.g., pay-for-performance
compensation)
designed to push change
throughout the
organization.
But revitalization doesn’t come
from the
top. It starts at an
organization’s periphery,
led by unit managers creating
ad hoc arrangements
to solve concrete problems.
Through
task alignment
1
Manage
ment of
Portfolio
s
OGC
guidance
on how
to
manage
portfolio
s - in
particular
principle
s that
describe
alignmen
t with
current
budgetin
g cycles.
1
Process
Join APM. Establish reason for low maturity via P3M3
assessment, develop improvement plan and implement
plan to improve maturity.
Join APM 49 Organisational ignorance
Delivery efficiency and effectiveness not good within an
organisation means that portfolio management is not a priority
s p
Reyck, B. D. et al., 2005. The impact
of project portfolio management
on information technology
projects. International Journal of
Project Management, Volume 23,
p. 524–537.
The ever-increasing
penetration of projects as a
way to organise work in many
organisations necessitates
effective management of
multiple projects. This has
resulted in a greater interest in
the processes of project
portfolio management (PPM),
with more and
more software tools being
developed to assist and
automate the process. Much of
the early work on PPM
concentrated on the
management
of IT projects, largely from the
perspective of the
management of resources and
risk. Many of the recent articles
have been
by vendors of the software,
promoting the value of the
PPM process. However, the
claims made in those articles
are typically only
supported by anecdotal
evidence. In this paper, we
1 AXELOS.COM
P2, MSP and P3M3 on the
AXELOS.Com site
1
Process
Educate top management - Join APM. Undertake
upskilling via APMP/APMPQ, PRINCE2 and MSP training
as appropriate
Educate top management - Join APM 50 Organisational ignorance
Organisations know there is a problem, but can't express it, and
don't have contemporary knowledge to deduce an answer
p s s
http://www.apmg-
international.com/en/qualificatio
ns/change-management
APMG International Guide on
Making Sense of Change.
Guidance addressing
behavioural aspects is
supposed to be particularly
good.
1
B4BHow
technology and
big data are
reinventing
the customer-
supplier
relationship, JB
Wood, Todd
Hewlin &
Thomas Lah,
2013
ISBN:978-0-
9860462-0-9
A technology and big data book
reviewing B4B model and
customer-supplier
relationships. Chapter 6
discusses capabilities-led
transformation
Process
use KPIs to measure benefits – use organisations pre-
existing measures.
Conduct robust benefit valuation exercise, conduct
independent analysis, capture in Benefits Management
Realisation Plan. Make owner of benefit accountable
for delivery, by signing up to benefits profile delivery.
use KPIs to measure benefits – use organisations pre-
existing measures
51
Change Creation /
Sustainment
Business change mechanisms and structures not in place to support
benefit measurement. No continuity within the business as
projects can get delivered by different people to those that started
them to different customers to those who requested them
s s s p Managing Benefits
APMG International Guide on
Managing Benefits - a very
comprehensive guide.
1
Process
Post event/activity workshops couple with culture
change. Mandate process for lessons identification and
learning before new project/programme is launched.
Behavioural change in seniors required to show that
they value the lessons learned process and problems
being identified early rather than waiting until its too
late.
Post event/activity workshops couple with culture
change
52 Doing things wrong
Problems on projects are seen as sticks to beat people with rather
than opportunities to improve. No formal method to capture
lessons. No mechanism to get review. No mechanism to share
experience. No mechanism to adapt practice to benefit all.
p s s
http://www.tlainc.com/articl82.ht
m
Discussion of a lessons learned
approach as part of a general
knowledge management
approach. Can project LL be
effective if the organisation
does not have an underlying
KM culture?
2
http://www.ar
raspeople.co.u
k/camel-
blog/projectm
anagement/do-
we-really-
learn-from-
lessons-learnt/
Short piece on the subject of
do we really learn from lessons
learnt
2
http://www.pr
ojectsmart.co.
uk/avoid-the-
same-old-
mistakes-by-
focussing-on-
lessons-
learned.php
Good short article on some
practical advice on lessons
learnt and how to make the
process more effective.
2
http://www.ap
m.org.uk/cont
ent/lessons-
learned
APM Blog on Lessons Learnt.
Note interesting comment
from Paul Raynor re "Cranfield
University School of
Management has been doing
some research into what helps
projects to succeed or
contributes to failure. They
have found that the biggest
differentiating factor between
organisations that generally
succeed with their projects and
those that don't is "the
willingness to publish and
distribute lessons learnt"."
1
Process
Quick wins build momentum and give an incentive for
the laggards to join the early adopters. Mandate
process.
Quick wins build momentum and give an incentive for
the laggards to join the early adopters
59 Conflict with Organisation
Portfolio management 'intrudes' into senior management domains.
Stakeholders may be content with the status quo, not recognise
problems or the answers provided, and this resent interference.
Proof points / persuasion needed?
p s s
http://www.sciencedirect.com/sci
ence/article/pii/S026378631200162
7
This sounds just the ticket - but
you have to buy it!!
Alleman, G. et
al., 2003.
Strategies for
Effective
Portfolio
Management,
Arlington, MA:
The Cutter
Consortium.
2
Hirschhorn, L.,
2002.
Campaigning
for Change.
Harvard
Business
Review, July.
Many executives try to change
organizations. Few succeed.
And as most executives who
have lived through change
initiatives will admit, fewer
still want to try again. Who can
blame them for their
reluctance? The process is
terribly painful, the logistics
are enormously complex, the
organization wants deeply not
to change—and the success
rate is abysmal. Yet most
organizations must change, and
change profoundly, if they’re
to stay alive. It’s the oldest
cliché in the book, and it’s also
true. Successful change agents
I’ve observed employ three
distinct but linked campaigns in
their initiatives. A political
campaign creates a coalition
strong enough to support and
guide the initiative. A
marketing campaign taps into
employees’ thoughts and
feelings and also effectively
communicates messages about
2
Jonas, D., 2010.
Empowering
project
portfolio
managers: How
management
involvement
impacts project
portfolio
management
performance.
International
Journal of
Project
Management,
28(8),
pp.818–831.
Available at:
http://linkingh
ub.elsevier.co
m/retrieve/pii
/S02637863100
00980
[Accessed
December 12,
2013].
Along with the increasing
diffusion of project portfolio
management a new managerial
role evolves: the project
portfolio manager. This new
role is supposed to be pivotal
in planning and controlling
complex project landscapes
more effectively and more
efficiently, in implementing
project portfolio management
practices as a management
innovation, and in coping with
traditional conflicts between
line and project managers in
matrix organizations. However,
by empowering project
portfolio managers and giving
their role more clarity and
significance, the complex
power
balance between senior
managers, line managers, and
project managers also has to
change. These changes are
assumed to lead to new
tensions
between traditional key
1
http://www.ap
mg-
international.c
om/en/qualific
ations/change-
management
APMG International Guide on
Making Sense of Change.
Guidance addressing
behavioural aspects is
supposed to be particularly
good.
1
Process
Use existing meetings for BM and PfM, rather than
creating new meetings
Use existing meetings for BM and PfM, rather than
creating new meetings
60 Conflict with Organisation
The meetings for benefit / portfolio management probably happen,
but are non optimal. Change rather than revolutionise?
p s
Project Governance, Ralf Muller,
2009
ISBN:978-0-566-08866-7
Chapter 4 covers governance of
programs and portfolios
including governance shared
with projects and fitting
governance to structure and to
contract type.
Process
use common sense to apply more rules to higher risk/
higher impact projects, and apply lighter touch to lower
risk/ lower cost projects
use common sense to apply more rules to higher risk/
higher impact projects, and apply lighter touch to lower
risk/ lower cost projects
61 Conflict with Organisation
Business practice will need to change. Revolution has its place, but
so does evolution. Pick your fights - know when to compromise
short term to succeed long term.
s s s p MoP
Tailorability of the
methodology.
1
http://www.ap
mg-
international.c
om/en/qualific
ations/change-
management
APMG International Guide on
Making Sense of Change.
Guidance addressing
behavioural aspects is
supposed to be particularly
good.
1
Process
Informed leaders will see the value of good Portfolio
Management and will support/champion its
implementation. However, we do need some good
examples of effective implementation.
79 Conflict with Organisation
Habits may have formed which rely on strong leaders rather than
effective collaboration. Portfolio process may be seen as un-
necessary bureaucracy rather than due diligence
p s s s MoP
Tailorability of the
methodology.
1
http://www.ap
mg-
international.c
om/en/qualific
ations/change-
management
APMG International Guide on
Making Sense of Change.
Guidance addressing
behavioural aspects is
supposed to be particularly
good.
1
Process
Must allow for judgement calls and balancing the
objective & subjective. Introduction of Portfolio
Management should be seen as a change programme
and the benefits that it will deliver should be the
accountability of the SRO. Making someone accountable
for the delivery and benefits to be delivered will enable
a more effective implementation. This statement is
typically made by low P3M maturity organisations. Once
you are at Level 4 you will be able to prove the benefits
of the changes you are making as you will have the
measurement systems in place to do this. London
Underground a great example of this in practice.
Must allow for judgement calls and balancing the
objective & subjective
80 Organisational ignorance
Habits may have formed which rely on strong leaders rather than
effective collaboration. Portfolio process may be seen as un-
necessary bureaucracy rather than due diligence
p s s s
http://www.apmg-
international.com/en/qualificatio
ns/change-management
APMG International Guide on
Making Sense of Change.
Guidance addressing
behavioural aspects is
supposed to be particularly
good.
1
All Change The
project leaders
secret
handbook,
Eddie Obeng,
1996
ISBN: 0-273-
62221-8
Aimed at PMs but learning
apply across PfM. Extensive
chapter on stakeholder
management practicalities
Process
Needs effective leadership and governance to drive the
changes necessary. Effective governance with process
accountability is required to drive effective process
implementation and compliance.
81 Missing Infrastructure
No ownership means poor process and patchy adoption. Business
system struggles to work effectively and efficiently as a result
s s s p P2, MSP and MoP.
These methodologies are all
about making sure the
governance and accountability
system is in place.
1
Project
Governance,
Ralf Muller,
2009
ISBN:978-0-566-
08866-7
Chapter 4 covers governance of
programs and portfolios
including governance shared
with projects and fitting
governance to structure and to
contract type.
Process
Develop & implement improved resource management
& project prioritisation using P3M3 perspectives as a
framework for improvement for resource management
and MoP table 6.7 keys to success to improve
prioritisation system.
Develop & implement improved resource management
& project prioritisation
82 Missing Infrastructure
Poor prioritisation and related resource allocation process means
definition is not effective at directing and delivery is not focused
correctly. Sub optimal portfolio outcomes ensue
s s p s
Sharpe, P. & Keelin, T., 1998. How
Smith Kline Beecham Makes Better
Resource-Allocation Decisions.
Harvard Business Review, March-
April, pp. 45-57.
Major resource-allocation
decisions are never easy. For a
pharmaceuticals company like
SmithKline Beecham, the
problem is this: How do you
make good decisions in a high-
risk, technically complex
business when the information
you need to make those
decisions comes largely from
the project champions who are
competing against one another
for resources? In 1993, the
company experimented with
ways of depoliticizing the
process and improving the
quality of decision making. In
most resource-allocation
processes, project advocates
develop a single plan of action
and present it as the only
viable approach. In SB's new
process, the company found an
effective way to get around the
all-or-nothing thinking that
only reinforces the project-
champion culture. Project
teams were required--and
1
Saaty, T. L.,
1980. The
analytic
hierarchy
process :
planning,
priority
setting,
resource
allocation.
New York:
McGraw Hill
Covers how organisations can
analytically define and
evaluate relative importance of
their strategic drivers into
numerical weighting through
pairwise comparison of each
driver by surveying senior
management/multiple
stakeholders.
1 P3M3
Use P3M3 to determine where
the issues are that need to be
fixed in your organisation.
1
Process
A robust investment appraisal/cost benefits analysis will
underpin the case for change.
110 Starting change
Portfolio management 'intrudes' into senior management domains.
Stakeholders may be content with the status quo, not recognise
problems or the answers provided, and this resent interference.
Proof points / persuasion needed? Funding may not therefore be
forthcoming.
p s s
https://www.gov.uk/government/
uploads/system/uploads/attachm
ent_data/file/220541/green_book
_complete.pdf
Treasury Green Book 1
Project and
Programme
Accounting
John Chapman,
2006
ISBN-
10:1900391147
Practical guide to for
professional services
organisations and IT including
implementing benefits analysis
and issues that maybe
encountered
Process
Effective implementation of change (introduction of
Portfolio Management) requires effective business
change managers in the business to understand what
changes are required for the respective areas of the
business to right size the changes required for their
particular part of the organisation.
111 Conflict with Organisation
Ineffective right sizing of approach for emergent projects and
programmes
s s p
Ernst & Young, 2012. Strategy
deployment through portfolio
management: A risk-based
approach. [Online]
Available at:
http://www.ey.com/Publication/v
wLUAssets/Strategy-deployment-
through-portfolio-
management/$FILE/Insights_on_G
RC_Strategy_deployment_through
_Portfolio_Management_AU1275.p
df
Covers many of the challenges
and risks facing portfolio
management from a strategy,
governance, management and
data perspectives. Then
suggests a risk based approach
to overcome ppm challenges.
2
http://www.ap
mg-
international.c
om/en/qualific
ations/change-
management
APMG International Guide on
Making Sense of Change.
Guidance addressing
behavioural aspects is
supposed to be particularly
good.
1
Process
MoP is designed to be tailorable to the size of the
organisation. The principles of MoP in the two cycles
can be readily tailored to any organisation regardless of
its size. Read the MoP pocket guide in an evening and
implement the following day on an element of the
business at first to pilot an approach and prove its
worth!
112 Conflict with Organisation
Ineffective right sizing of approach for emergent projects and
programmes
s s p
http://flightmap.wordpress.com/2
013/09/09/the-rhythm-of-portfolio-
management/
Article on the rhythm of
portfolio management in terms
of use of a software tol called
Flightmap
3
Process
Effective implementation of change (introduction of
Portfolio Management) requires effective business
change managers to understand how the required
changes can be best integrated into the current system.
113 Conflict with Organisation Poor stakeholder engagement in the portfolio ecosystem design s s p s
PWC, 2012. Strategic portfolio
management : How governance
and financial discipline can
improve portfolio performance.
[Online]
Available at:
http://www.pwc.com/en_US/us/i
ncreasing-it-
effectiveness/assets/pwc-
strategic-portfolio-management-
governance-financial-
discipline.pdf
Covers the reasons for why
PPM governance is essential.
Specifically issue escalation,
culture of accountability,
communications, cross
functional coordination,
calendar alignment, process
automation, financial
discipline and benefits
realisation.
2
Beringer, C.,
Jonas, D. &
Gemünden, H.
G., 2012.
Establishing
Project
Portfolio
Management:
An Exploratory
Analysis of the
Influence of
Internal
Stakeholders’
Interactions.
Project
Management
Journal.
Project portfolio management
(PPM) is viewed as a
management innovation that
must be further established
and professionalized in many
firms. Stakeholder
behaviour and stakeholder
management are key success
factors for project portfolios.
Furthermore, stakeholder
management must not only
focus on single stakeholders
but also account for
stakeholders influencing one
another in fairly complex
interactions of multiple and
potentially interdependent
stakeholders.
Our quantitative study of
internal key stakeholders’
engagement in the PPM
process is based on a survey
using 223 project portfolios
from medium to large
firms in Austria, Germany, and
Switzerland. We investigate
the intensity of stakeholders’
engagement in
1
http://www.ap
mg-
international.c
om/en/qualific
ations/change-
management
APMG International Guide on
Making Sense of Change.
Guidance addressing
behavioural aspects is
supposed to be particularly
good.
1
Process
Effective change management is required here, to prove
that the cost of change will result in benefits that will
for example reduce running costs of the operations or
increase revenue etc. An investment appraisal/cost
benefit analysis is required.
114 Starting change
Perhaps the wrong approach to design is being taken (ever
engineering phase 1?), or the case for doing it more fully is not
being made effectively enough? Do something simple, get proof
points, develop v2?
p s s
ESI International, 2009.. View from
the Ground: The Project Manager
Perspective on Project Portfolio
Management Effectiveness.
[Online]
Available at: http://www.esi-
intl.co.uk/resource_centre/white_
papers/progman/The%20Project%
20Manager%20Perspective%20on
%20Project%20Portfolio%20Manag
ement%20Effectiveness.pdf
Covers a survey of the issues
facing the introduction of PPM
from project managers
perspective.
2
http://www.cp
s.co.uk/Succes
s-
Stories/Pages/
CaseStudies.as
px
Some good examples of where
CPS have developed solutions
to the issues of resourcing
concurrent projects.
1
APM 2006/7
Yearbook
Improving
business
through
people and
process - Bob
Oweb &
Professor Lauri
Koskela
Covers system development
using agile and shiws impact on
organisational skills,
productivity and business
satisfaction.
Process
Training workshops and forums. Effective
implementation of a portfolio management system
requires effective business change managers to
determine the benefit of operating the new system.
Determine the octs of the change. Develop a business
case for the change.
Training workshops and forums 139 Starting change Poor stakeholder engagement in the portfolio ecosystem design s s p s
Managing Change: Robert Heller,
1998
ISBN-10:0-7513-0633-9
Essential Managers guide
covering all aspects of
implementing change
http://www.ap
mg-
international.c
om/en/qualific
ations/change-
management
APMG International Guide on
Making Sense of Change.
Guidance addressing
behavioural aspects is
supposed to be particularly
good.
1
How to
Manage
Organisational
Change, DE
Hussey, 200
ISBN: 0-7494-
3251-9
Part of the Sunday Times range
that covers various strategies
for implementing change.
Process
A business needs to start somewhere. If it hasn't got
accurate benchmarks, then the business needs to learn
through low risk implementation to start to improve
capability in this respect. Once low risk changes are
enacted, then higher risk changes can be made to build
confidence.
140 Doing things wrong
Programmes are uncertain - is the organisation taking the right
approach to risk tolerance? Projects may start off with a business
case, but are the benefits estimated (as part of that) progressed,
especially when delivery gets more difficult. Do organisations
support projects estimating benefits, and require they keep those
up to date to enable re-prioritisation?
s s p s s
Cantor, M., 2011. Calculating and
Improving ROI in Software and
System Programs.
Communications of the ACM ,
54(9), pp. 121-130.
The investment value of
innovation follows from a
technology’s uncertain net
present value and derived ROI
calculations. Constrained by
limited budgets, most
enterprises find it essential to
apply unprecedented business
discipline to the business
function of software and
system delivery (SSD) across
entire software and system life
cycles. For this reason, the CIO,
CTO,
or VP of software or systems
development may be under
increased scrutiny from the
corporate chief finance office
(CFO). When conversing with
the CFO, money talks, so only
one of two sorts of
conversations can take place:
software and systems as cost
centre or software and systems
as value-creation centre and
System Programs
1
http://www.fr
edcomm.com/
articles/detail/
stop_guesstim
ating_start_est
imating/
Reasonable overview on how
to achieve better estimates
rather than guesstimates.
Approach could be widened to
address this issue.
2
The Good
Manager's
Guide, Trevor
Boutall,1997
ISBN: 1-897587-
80-5
A guide which is a series of
check lists. Chapter 4 covers
managing information and
establishing the information
management and
communications systems
Process
Organisation needs to have a feedback loop to prove the
impact of lack of rigour in business cases, and improve
capability in areas of business case development and
benefits delivery.
141 Doing things wrong Due process bypassed for 'good reasons' s s p s s
PWC, 2012. Strategic portfolio
management : How governance
and financial discipline can
improve portfolio performance.
[Online]
Available at:
http://www.pwc.com/en_US/us/i
ncreasing-it-
effectiveness/assets/pwc-
strategic-portfolio-management-
governance-financial-
discipline.pdf
covers the reasons for why
PPM governance is essential.
Specifically issue escalation,
culture of accountability,
communications, cross
functional coordination,
calendar alignment, process
automation, financial
discipline and benefits
realisation.
2
https://www.g
ov.uk/governm
ent/uploads/sy
stem/uploads/
attachment_da
ta/file/220541/
green_book_co
mplete.pdf
Treasury Green Book 1
Around 50 examples of articles
related to the listed problems](https://image.slidesharecdn.com/portfoliopresentation-150122024750-conversion-gate02/75/Portfolio-management-knowledge-development-9-2048.jpg)
Uploaded byAssociation for Project Management
Portfolio management knowledge development
Portfolio management knowledge development event details are provided, including an agenda for presentations and discussions. Research was conducted to discover effective portfolio management practices, with findings around key process questions and problems organizations face. References are made to other sources that provide guidance on aligning delivery, measurement, and governance cycles, establishing a portfolio management office, and using standards to prioritize projects.
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Portfolio management knowledge development
- 1. Portfolio management knowledge development November2014 Steve Leary David Dunning Euan Dean (IDBS)
- 2. Keeping portfolio managementfresh - discovering what works • 6:00pm Registration, networking and refreshments • 6:30pm Portfolio Mgt SIG research and findings • 7:15pm Presentation - Portfolio mgt & product delivery • 7:45pm Discussion on exploiting PfM research • 8:30pm Close 2
- 3. Portfolio management knowledge development November2014 • What was being sought • How the process worked • What was discovered • How results might be used in future
- 4. Context SIG strategic themes Current SIG Future SIG Developnew knowledge Disseminate knowledge Closer working with other SIGs Engaging CxO community SIG members more involved
- 5.
- 6. 6 Part 2 Primary/secondary P SP Apm BoK MoP Validate
- 7. Findings – keyprocess questions - 1 7 Problem Summary Proactive & visible senior management commitment Alignment of the portfolio with strategic objectives Consistent & effective governance alignment Shared change culture & associated behaviours Coordination through a portfolio office Annual budgeting cycles mean finance is often allocated before real need is understood. P Business change mechanisms and structures not in place to support benefit measurement. No continuity within the business as projects can get delivered by different people to those that started them to different customers to those who requested them S S S P Business practice will need to change. Revolution has its place, but so does evolution. Pick your fights - know when to compromise short term to succeed long term. S S S P Delivery efficiency and effectiveness not good within an organisation means that portfolio management is not a priority S P Due process bypassed for 'good reasons' S S P S S Habits may have formed which rely on strong leaders rather than effective collaboration. Portfolio process may be seen as un- necessary bureaucracy rather than due diligence P S S S Ineffective right sizing of approach for emergent projects and programmes S S P No ownership means poor process and patchy adoption. Business system struggles to work effectively and efficiently as a result S S S P
- 8. Findings – keyprocess questions - 2 8 Problem Summary Proactive & visible senior management commitment Alignment of the portfolio with strategic objectives Consistent & effective governance alignment Shared change culture & associated behaviours Coordination through a portfolio office Organisations know there is a problem, but can't express it, and don't have contemporary knowledge to deduce an answer P S S Perhaps the wrong approach to design is being taken (ever engineering phase 1?), or the case for doing it more fully is not being made effectively enough? Do something simple, get proof points, develop v2? P S S Poor prioritisation and related resource allocation process means definition is not effective at directing and delivery is not focused correctly. Sub optimal portfolio outcomes ensue S S P S Poor stakeholder engagement in the portfolio ecosystem design S S P S Portfolio management 'intrudes' into senior management domains. Stakeholders may be content with the status quo, not recognise problems or the answers provided, and this resent interference. Proof points / persuasion needed? P S S Problems on projects are seen as sticks to beat people with rather than opportunities to improve. No formal method to capture lessons. No mechanism to get review. No mechanism to share experience. No mechanism to adapt practice to benefit all. P S S The meetings for benefit / portfolio management probably happen, but are non optimal. Change rather than revolutionise? P S
- 9. Process references 9 Pillar ProblemsAnswers ID Pillar Category Problem Summary Proactive and visible senior management commitment Alignment of the portfolio with strategic objectives Consistent and effective governance alignment Shared change culture and associated behaviours Coordination through a portfolio office Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Process Constantly review / progress benefit estimation and realisation. More accurate/realistic initial benefit analysis and valuation. Is the benefit being realised, the best that could be achieved in which case the original estimating process is at fault, If benefit is not being realised and should be then the BCM and SRO should be held to account for delivery and an improvement plan put in place. Constantly review / progress benefit estimation and realisation 7 Change Creation / Sustainment Projects may start off with a business case, but are the benefits estimated (as part of that) progressed, especially when delivery gets more difficult. Do organisations support projects estimating benefits, and require they keep those up to date to enable re- prioritisation? s s p s s http://www.projectmanagement.c om/blog/The-Money-Files/2731/ Simple benefit management guidance, with a discussion about the realism of taking a project / programme approach to benefit realisation. Identifies the realism which faces organisations that don’t do projects regularly, hence do not get that projects and programmes can be used to deliver benefits. 3 Mayer, W. G., 2014. The Effect of Optimism Bias on the Decision to Terminate Failing Projects. Project Management Journal, 45(4), pp. 7-20. This research is related in that the literature review looks at Project, Psychological, Social and Organisational factors that affect peoples decisions to continue with failing projects which is related to why people/organisations may not maintain business cases when projects become difficult. Specifically it researches tests for inherent managerial optimism when making decisions to continue troubled projects. It finds that decision makers will often escalate commitment to failing projects because of over-optimism that actual benefits outweigh forecast benefits (in the business case) and having sufficient influence to affect the outcome. Therefore managers have unrealistic positive views of failing projects and failing projects will deliver better than expected business benefits. 2 Young, R. et al., 2012. Is strategy being implemented through projects? Contrary evidence from a leader in New Public Management. International Journal of Project Management, 30(8), p.887- 900. This paper reports on the effectiveness of the project management and investment frameworks in the State of Victoria. It finds project management and investment practices comparable to best practice but also finds 100 billion dollars invested in projects over the past decade without any evidence of improvement in strategic goals. It concludes that there may be systemic deficiencies in our project management and investment frameworks. It suggests that deficiencies in the way projects are currently selected and managed limit the capability to realise strategic goals. Future research to develop programme management, portfolio management and project governance is recommended to increase the likelihood that strategy will be implemented. ?? 2012 Elsevier Ltd. APM and 1 OGC, 2002. Successful Delivery Pocketbook: Preparation Getting Ready for Programme/Pr oject initiation.. Norwich: Crown Copyright. Covers the techniques needed to understand and maintain project benefits. E.g. - Benefits Cascade between vision, objectives and proposed solutions. - Outcome mapping. - Benefits management Strategy. - Strategic Context - Achievability / Worth Doing Matrix - Options appraisal - Goal Question Metric (GQM) - Stakeholder mapping 1 Managing Benefits APMG International Guide on Managing Benefits - a very comprehensive guide. 1 http://www.fr edcomm.com/ articles/detail/ stop_guesstim ating_start_est imating/ Reasonable overview on how to achieve better estimates rather than guesstimates. 2 Process Align delivery, benefit measurement, and financial governance cycles. Add benefit reporting to PMO responsibility Align delivery, benefit measurement, and financial governance cycles. Add benefit reporting to PMO responsibility 8 Conflict with Organisation Annual budgeting cycles mean finance is often allocated before real need is understood. p http://www.projectmanagement.c om/discussion-topic/3720/IT- Budgeting-Versus-Project-or- Portfolio-Planning Interesting illustration of how budgeting cycles do not support effective selection and execution of projects / programmes, and how they are abused to support headcount defence rather than benefit case. 3 Management of Portfolios OGC guidance on how to manage portfolios - in particular principles that describe alignment with current budgeting cycles. 1 Project and Programme Accounting John Chapman, 2006 ISBN- 10:1900391147 Covers designing a financial approach that works in your organisation Process One place for project information, prioritisation and approval of projects. Use standards and provide independent assurance. Single approval authority based on agreed cost/benefit ratio and alignment to strategic objectives as criteria for approval. One place for project information, prioritisation and approval of projects. Use standards and provide independent assurance 9 Doing things wrong Due process bypassed for 'good reasons' s s p s s http://www.projectmanagement.c om/articles/275994/When- Strategy-Met-Projects Why do projects have nothing to do with strategy 2 MSP/MoP/P2 OGC guidance on how to manage P3. 1 https://www.g ov.uk/governm ent/uploads/sy stem/uploads/ attachment_da ta/file/220541/ green_book_co mplete.pdf Treasury Green Book 1 http://en.wiki pedia.org/wiki /Cost%E2%80% 93benefit_anal ysis Cost benefits analysis 2 Process Change management and timescales processes to be simple. Create, publicise and enforce use of a common P3M glossary. Use Champion Challenger model to draw out differences in terminology. Change management and timescales processes to be simple 42 Change Creation / Sustainment s p http://www.projectmanagement.c om/articles/282203/Do-You-Speak- Stakeholder- Examples of when using practitioner language does not work with business stakeholders 3 MSP/MoP/P2 OGC guidance on how to manage P3M. 1 Managing Change: Robert Heller, 1998 ISBN-10:0-7513- 0633-9 Essential Managers guide covering all aspects of implementing change Process Use lead indicators. 43 No Proof of the pudding Business change mechanisms and structures not in place to support benefit measurement. No continuity within the business as projects can get delivered by different people to those that started them to different customers to those who requested them s s s p http://www.pmi.org/Knowledge- Center/Academic- Research/~/media/PDF/Surveys/C arlosSerra-BenefitsRealization- Summary-EngUS.ashx Discussion of benefits realisation tactics and how they support 'success' in benefits realisation 2 https://www.g ov.uk/governm ent/uploads/sy stem/uploads/ attachment_da ta/file/220541/ green_book_co mplete.pdf Treasury Green Book 1 http://en.wiki pedia.org/wiki /Cost%E2%80% 93benefit_anal ysis Cost benefits analysis 2 Process Gap analysis. I.e. measure current maturity, ideal maturity target and develop improvement plan to close the gap. Gap analysis 48 Starting change Organisations know there is a problem, but can't express it, and don't have contemporary knowledge to deduce an answer p s s http://www.resultspositive.com/u ploads/news/files/four-starting- points.pdf This is a preamble to a software solution, but this is an interesting perspective on getting PPM off the ground 3 http://onlineli brary.wiley.co m/doi/10.1002 /pmj.21307/ful l The findings enable managers to address stakeholders more effectively through an increased understanding of stakeholder behaviour and its consequences. Kotter, J. P., 2007. Leading Change: Why Transformation Efforts Fail. Harvard Business Review, January. Most major change initiatives—whether intended to boost quality, improve culture, or reverse a corporate death spiral—generate only lukewarm results. Many fail miserably. Why? Kotter maintains that too many managers don’t realize transformation is a process, not an event. It advances through stages that build on each other. And it takes years. Pressured to accelerate the process, managers skip stages. But shortcuts never work. Equally troubling, even highly capable managers make critical mistakes—such as declaring victory too soon. Result? Loss of 1 Kotter, J. P. & Cohen, D. S., 2002. The Heart of Change: REAL-LIFE STORIES OF HOW PEOPLE CHANGE THEIR ORGANIZATIO NS. Boston, MA: Harvard Business School Press. By interviewing 400 individuals from 130 distinct businesses to get their change sagas, authors John P. Kotter and Dan S. Cohen further develop the approach to organizational change presented in Kotter’s Leading Change (1996). Their central insight is that organizations change when their people change. And people change for emotional reasons. The authors warn against trying to promote transformation in your organization by relying purely on spreadsheets or reports, and provide background information on why it is important also to address employees’ emotions. They explain that the best way to engage the emotions is not to “tell” but to “show” – via videos, displays or even office design. The visual sense, they point 1 Beer, M. & Nohria, N., 2001. Cracking the Code of Change. Harvard Business Review, May–June. To effect successful change, first grasp the two basic theories of change: 1)Theory E change emphasizes economic value—as measured only by shareholder returns. This “hard” approach boosts returns through economic incentives, drastic layoffs, and restructuring. “Chainsaw Al” Dunlop’s firing 11,000 Scott Paper employees and selling several businesses—tripling shareholder value to $9 billion—is a stunning example. 2) Theory O change—a “softer” approach— focuses on developing corporate culture and human capability, patiently building trust and emotional commitment to the company through 1 Beer, M., Eisenstat, R. A. & Spector, B., 1990. Why Change Programme Don't Produce Change. Harvard Business Review, November- December. Two years after launching a change program to counter competitive threats, a bank CEO realized his effort had produced... no change. Surprising, since he and his top executives had reviewed the company’s purpose and culture, published a mission statement, and launched programs (e.g., pay-for-performance compensation) designed to push change throughout the organization. But revitalization doesn’t come from the top. It starts at an organization’s periphery, led by unit managers creating ad hoc arrangements to solve concrete problems. Through task alignment 1 Manage ment of Portfolio s OGC guidance on how to manage portfolio s - in particular principle s that describe alignmen t with current budgetin g cycles. 1 Process Join APM. Establish reason for low maturity via P3M3 assessment, develop improvement plan and implement plan to improve maturity. Join APM 49 Organisational ignorance Delivery efficiency and effectiveness not good within an organisation means that portfolio management is not a priority s p Reyck, B. D. et al., 2005. The impact of project portfolio management on information technology projects. International Journal of Project Management, Volume 23, p. 524–537. The ever-increasing penetration of projects as a way to organise work in many organisations necessitates effective management of multiple projects. This has resulted in a greater interest in the processes of project portfolio management (PPM), with more and more software tools being developed to assist and automate the process. Much of the early work on PPM concentrated on the management of IT projects, largely from the perspective of the management of resources and risk. Many of the recent articles have been by vendors of the software, promoting the value of the PPM process. However, the claims made in those articles are typically only supported by anecdotal evidence. In this paper, we 1 AXELOS.COM P2, MSP and P3M3 on the AXELOS.Com site 1 Process Educate top management - Join APM. Undertake upskilling via APMP/APMPQ, PRINCE2 and MSP training as appropriate Educate top management - Join APM 50 Organisational ignorance Organisations know there is a problem, but can't express it, and don't have contemporary knowledge to deduce an answer p s s http://www.apmg- international.com/en/qualificatio ns/change-management APMG International Guide on Making Sense of Change. Guidance addressing behavioural aspects is supposed to be particularly good. 1 B4BHow technology and big data are reinventing the customer- supplier relationship, JB Wood, Todd Hewlin & Thomas Lah, 2013 ISBN:978-0- 9860462-0-9 A technology and big data book reviewing B4B model and customer-supplier relationships. Chapter 6 discusses capabilities-led transformation Process use KPIs to measure benefits – use organisations pre- existing measures. Conduct robust benefit valuation exercise, conduct independent analysis, capture in Benefits Management Realisation Plan. Make owner of benefit accountable for delivery, by signing up to benefits profile delivery. use KPIs to measure benefits – use organisations pre- existing measures 51 Change Creation / Sustainment Business change mechanisms and structures not in place to support benefit measurement. No continuity within the business as projects can get delivered by different people to those that started them to different customers to those who requested them s s s p Managing Benefits APMG International Guide on Managing Benefits - a very comprehensive guide. 1 Process Post event/activity workshops couple with culture change. Mandate process for lessons identification and learning before new project/programme is launched. Behavioural change in seniors required to show that they value the lessons learned process and problems being identified early rather than waiting until its too late. Post event/activity workshops couple with culture change 52 Doing things wrong Problems on projects are seen as sticks to beat people with rather than opportunities to improve. No formal method to capture lessons. No mechanism to get review. No mechanism to share experience. No mechanism to adapt practice to benefit all. p s s http://www.tlainc.com/articl82.ht m Discussion of a lessons learned approach as part of a general knowledge management approach. Can project LL be effective if the organisation does not have an underlying KM culture? 2 http://www.ar raspeople.co.u k/camel- blog/projectm anagement/do- we-really- learn-from- lessons-learnt/ Short piece on the subject of do we really learn from lessons learnt 2 http://www.pr ojectsmart.co. uk/avoid-the- same-old- mistakes-by- focussing-on- lessons- learned.php Good short article on some practical advice on lessons learnt and how to make the process more effective. 2 http://www.ap m.org.uk/cont ent/lessons- learned APM Blog on Lessons Learnt. Note interesting comment from Paul Raynor re "Cranfield University School of Management has been doing some research into what helps projects to succeed or contributes to failure. They have found that the biggest differentiating factor between organisations that generally succeed with their projects and those that don't is "the willingness to publish and distribute lessons learnt"." 1 Process Quick wins build momentum and give an incentive for the laggards to join the early adopters. Mandate process. Quick wins build momentum and give an incentive for the laggards to join the early adopters 59 Conflict with Organisation Portfolio management 'intrudes' into senior management domains. Stakeholders may be content with the status quo, not recognise problems or the answers provided, and this resent interference. Proof points / persuasion needed? p s s http://www.sciencedirect.com/sci ence/article/pii/S026378631200162 7 This sounds just the ticket - but you have to buy it!! Alleman, G. et al., 2003. Strategies for Effective Portfolio Management, Arlington, MA: The Cutter Consortium. 2 Hirschhorn, L., 2002. Campaigning for Change. Harvard Business Review, July. Many executives try to change organizations. Few succeed. And as most executives who have lived through change initiatives will admit, fewer still want to try again. Who can blame them for their reluctance? The process is terribly painful, the logistics are enormously complex, the organization wants deeply not to change—and the success rate is abysmal. Yet most organizations must change, and change profoundly, if they’re to stay alive. It’s the oldest cliché in the book, and it’s also true. Successful change agents I’ve observed employ three distinct but linked campaigns in their initiatives. A political campaign creates a coalition strong enough to support and guide the initiative. A marketing campaign taps into employees’ thoughts and feelings and also effectively communicates messages about 2 Jonas, D., 2010. Empowering project portfolio managers: How management involvement impacts project portfolio management performance. International Journal of Project Management, 28(8), pp.818–831. Available at: http://linkingh ub.elsevier.co m/retrieve/pii /S02637863100 00980 [Accessed December 12, 2013]. Along with the increasing diffusion of project portfolio management a new managerial role evolves: the project portfolio manager. This new role is supposed to be pivotal in planning and controlling complex project landscapes more effectively and more efficiently, in implementing project portfolio management practices as a management innovation, and in coping with traditional conflicts between line and project managers in matrix organizations. However, by empowering project portfolio managers and giving their role more clarity and significance, the complex power balance between senior managers, line managers, and project managers also has to change. These changes are assumed to lead to new tensions between traditional key 1 http://www.ap mg- international.c om/en/qualific ations/change- management APMG International Guide on Making Sense of Change. Guidance addressing behavioural aspects is supposed to be particularly good. 1 Process Use existing meetings for BM and PfM, rather than creating new meetings Use existing meetings for BM and PfM, rather than creating new meetings 60 Conflict with Organisation The meetings for benefit / portfolio management probably happen, but are non optimal. Change rather than revolutionise? p s Project Governance, Ralf Muller, 2009 ISBN:978-0-566-08866-7 Chapter 4 covers governance of programs and portfolios including governance shared with projects and fitting governance to structure and to contract type. Process use common sense to apply more rules to higher risk/ higher impact projects, and apply lighter touch to lower risk/ lower cost projects use common sense to apply more rules to higher risk/ higher impact projects, and apply lighter touch to lower risk/ lower cost projects 61 Conflict with Organisation Business practice will need to change. Revolution has its place, but so does evolution. Pick your fights - know when to compromise short term to succeed long term. s s s p MoP Tailorability of the methodology. 1 http://www.ap mg- international.c om/en/qualific ations/change- management APMG International Guide on Making Sense of Change. Guidance addressing behavioural aspects is supposed to be particularly good. 1 Process Informed leaders will see the value of good Portfolio Management and will support/champion its implementation. However, we do need some good examples of effective implementation. 79 Conflict with Organisation Habits may have formed which rely on strong leaders rather than effective collaboration. Portfolio process may be seen as un- necessary bureaucracy rather than due diligence p s s s MoP Tailorability of the methodology. 1 http://www.ap mg- international.c om/en/qualific ations/change- management APMG International Guide on Making Sense of Change. Guidance addressing behavioural aspects is supposed to be particularly good. 1 Process Must allow for judgement calls and balancing the objective & subjective. Introduction of Portfolio Management should be seen as a change programme and the benefits that it will deliver should be the accountability of the SRO. Making someone accountable for the delivery and benefits to be delivered will enable a more effective implementation. This statement is typically made by low P3M maturity organisations. Once you are at Level 4 you will be able to prove the benefits of the changes you are making as you will have the measurement systems in place to do this. London Underground a great example of this in practice. Must allow for judgement calls and balancing the objective & subjective 80 Organisational ignorance Habits may have formed which rely on strong leaders rather than effective collaboration. Portfolio process may be seen as un- necessary bureaucracy rather than due diligence p s s s http://www.apmg- international.com/en/qualificatio ns/change-management APMG International Guide on Making Sense of Change. Guidance addressing behavioural aspects is supposed to be particularly good. 1 All Change The project leaders secret handbook, Eddie Obeng, 1996 ISBN: 0-273- 62221-8 Aimed at PMs but learning apply across PfM. Extensive chapter on stakeholder management practicalities Process Needs effective leadership and governance to drive the changes necessary. Effective governance with process accountability is required to drive effective process implementation and compliance. 81 Missing Infrastructure No ownership means poor process and patchy adoption. Business system struggles to work effectively and efficiently as a result s s s p P2, MSP and MoP. These methodologies are all about making sure the governance and accountability system is in place. 1 Project Governance, Ralf Muller, 2009 ISBN:978-0-566- 08866-7 Chapter 4 covers governance of programs and portfolios including governance shared with projects and fitting governance to structure and to contract type. Process Develop & implement improved resource management & project prioritisation using P3M3 perspectives as a framework for improvement for resource management and MoP table 6.7 keys to success to improve prioritisation system. Develop & implement improved resource management & project prioritisation 82 Missing Infrastructure Poor prioritisation and related resource allocation process means definition is not effective at directing and delivery is not focused correctly. Sub optimal portfolio outcomes ensue s s p s Sharpe, P. & Keelin, T., 1998. How Smith Kline Beecham Makes Better Resource-Allocation Decisions. Harvard Business Review, March- April, pp. 45-57. Major resource-allocation decisions are never easy. For a pharmaceuticals company like SmithKline Beecham, the problem is this: How do you make good decisions in a high- risk, technically complex business when the information you need to make those decisions comes largely from the project champions who are competing against one another for resources? In 1993, the company experimented with ways of depoliticizing the process and improving the quality of decision making. In most resource-allocation processes, project advocates develop a single plan of action and present it as the only viable approach. In SB's new process, the company found an effective way to get around the all-or-nothing thinking that only reinforces the project- champion culture. Project teams were required--and 1 Saaty, T. L., 1980. The analytic hierarchy process : planning, priority setting, resource allocation. New York: McGraw Hill Covers how organisations can analytically define and evaluate relative importance of their strategic drivers into numerical weighting through pairwise comparison of each driver by surveying senior management/multiple stakeholders. 1 P3M3 Use P3M3 to determine where the issues are that need to be fixed in your organisation. 1 Process A robust investment appraisal/cost benefits analysis will underpin the case for change. 110 Starting change Portfolio management 'intrudes' into senior management domains. Stakeholders may be content with the status quo, not recognise problems or the answers provided, and this resent interference. Proof points / persuasion needed? Funding may not therefore be forthcoming. p s s https://www.gov.uk/government/ uploads/system/uploads/attachm ent_data/file/220541/green_book _complete.pdf Treasury Green Book 1 Project and Programme Accounting John Chapman, 2006 ISBN- 10:1900391147 Practical guide to for professional services organisations and IT including implementing benefits analysis and issues that maybe encountered Process Effective implementation of change (introduction of Portfolio Management) requires effective business change managers in the business to understand what changes are required for the respective areas of the business to right size the changes required for their particular part of the organisation. 111 Conflict with Organisation Ineffective right sizing of approach for emergent projects and programmes s s p Ernst & Young, 2012. Strategy deployment through portfolio management: A risk-based approach. [Online] Available at: http://www.ey.com/Publication/v wLUAssets/Strategy-deployment- through-portfolio- management/$FILE/Insights_on_G RC_Strategy_deployment_through _Portfolio_Management_AU1275.p df Covers many of the challenges and risks facing portfolio management from a strategy, governance, management and data perspectives. Then suggests a risk based approach to overcome ppm challenges. 2 http://www.ap mg- international.c om/en/qualific ations/change- management APMG International Guide on Making Sense of Change. Guidance addressing behavioural aspects is supposed to be particularly good. 1 Process MoP is designed to be tailorable to the size of the organisation. The principles of MoP in the two cycles can be readily tailored to any organisation regardless of its size. Read the MoP pocket guide in an evening and implement the following day on an element of the business at first to pilot an approach and prove its worth! 112 Conflict with Organisation Ineffective right sizing of approach for emergent projects and programmes s s p http://flightmap.wordpress.com/2 013/09/09/the-rhythm-of-portfolio- management/ Article on the rhythm of portfolio management in terms of use of a software tol called Flightmap 3 Process Effective implementation of change (introduction of Portfolio Management) requires effective business change managers to understand how the required changes can be best integrated into the current system. 113 Conflict with Organisation Poor stakeholder engagement in the portfolio ecosystem design s s p s PWC, 2012. Strategic portfolio management : How governance and financial discipline can improve portfolio performance. [Online] Available at: http://www.pwc.com/en_US/us/i ncreasing-it- effectiveness/assets/pwc- strategic-portfolio-management- governance-financial- discipline.pdf Covers the reasons for why PPM governance is essential. Specifically issue escalation, culture of accountability, communications, cross functional coordination, calendar alignment, process automation, financial discipline and benefits realisation. 2 Beringer, C., Jonas, D. & Gemünden, H. G., 2012. Establishing Project Portfolio Management: An Exploratory Analysis of the Influence of Internal Stakeholders’ Interactions. Project Management Journal. Project portfolio management (PPM) is viewed as a management innovation that must be further established and professionalized in many firms. Stakeholder behaviour and stakeholder management are key success factors for project portfolios. Furthermore, stakeholder management must not only focus on single stakeholders but also account for stakeholders influencing one another in fairly complex interactions of multiple and potentially interdependent stakeholders. Our quantitative study of internal key stakeholders’ engagement in the PPM process is based on a survey using 223 project portfolios from medium to large firms in Austria, Germany, and Switzerland. We investigate the intensity of stakeholders’ engagement in 1 http://www.ap mg- international.c om/en/qualific ations/change- management APMG International Guide on Making Sense of Change. Guidance addressing behavioural aspects is supposed to be particularly good. 1 Process Effective change management is required here, to prove that the cost of change will result in benefits that will for example reduce running costs of the operations or increase revenue etc. An investment appraisal/cost benefit analysis is required. 114 Starting change Perhaps the wrong approach to design is being taken (ever engineering phase 1?), or the case for doing it more fully is not being made effectively enough? Do something simple, get proof points, develop v2? p s s ESI International, 2009.. View from the Ground: The Project Manager Perspective on Project Portfolio Management Effectiveness. [Online] Available at: http://www.esi- intl.co.uk/resource_centre/white_ papers/progman/The%20Project% 20Manager%20Perspective%20on %20Project%20Portfolio%20Manag ement%20Effectiveness.pdf Covers a survey of the issues facing the introduction of PPM from project managers perspective. 2 http://www.cp s.co.uk/Succes s- Stories/Pages/ CaseStudies.as px Some good examples of where CPS have developed solutions to the issues of resourcing concurrent projects. 1 APM 2006/7 Yearbook Improving business through people and process - Bob Oweb & Professor Lauri Koskela Covers system development using agile and shiws impact on organisational skills, productivity and business satisfaction. Process Training workshops and forums. Effective implementation of a portfolio management system requires effective business change managers to determine the benefit of operating the new system. Determine the octs of the change. Develop a business case for the change. Training workshops and forums 139 Starting change Poor stakeholder engagement in the portfolio ecosystem design s s p s Managing Change: Robert Heller, 1998 ISBN-10:0-7513-0633-9 Essential Managers guide covering all aspects of implementing change http://www.ap mg- international.c om/en/qualific ations/change- management APMG International Guide on Making Sense of Change. Guidance addressing behavioural aspects is supposed to be particularly good. 1 How to Manage Organisational Change, DE Hussey, 200 ISBN: 0-7494- 3251-9 Part of the Sunday Times range that covers various strategies for implementing change. Process A business needs to start somewhere. If it hasn't got accurate benchmarks, then the business needs to learn through low risk implementation to start to improve capability in this respect. Once low risk changes are enacted, then higher risk changes can be made to build confidence. 140 Doing things wrong Programmes are uncertain - is the organisation taking the right approach to risk tolerance? Projects may start off with a business case, but are the benefits estimated (as part of that) progressed, especially when delivery gets more difficult. Do organisations support projects estimating benefits, and require they keep those up to date to enable re-prioritisation? s s p s s Cantor, M., 2011. Calculating and Improving ROI in Software and System Programs. Communications of the ACM , 54(9), pp. 121-130. The investment value of innovation follows from a technology’s uncertain net present value and derived ROI calculations. Constrained by limited budgets, most enterprises find it essential to apply unprecedented business discipline to the business function of software and system delivery (SSD) across entire software and system life cycles. For this reason, the CIO, CTO, or VP of software or systems development may be under increased scrutiny from the corporate chief finance office (CFO). When conversing with the CFO, money talks, so only one of two sorts of conversations can take place: software and systems as cost centre or software and systems as value-creation centre and System Programs 1 http://www.fr edcomm.com/ articles/detail/ stop_guesstim ating_start_est imating/ Reasonable overview on how to achieve better estimates rather than guesstimates. Approach could be widened to address this issue. 2 The Good Manager's Guide, Trevor Boutall,1997 ISBN: 1-897587- 80-5 A guide which is a series of check lists. Chapter 4 covers managing information and establishing the information management and communications systems Process Organisation needs to have a feedback loop to prove the impact of lack of rigour in business cases, and improve capability in areas of business case development and benefits delivery. 141 Doing things wrong Due process bypassed for 'good reasons' s s p s s PWC, 2012. Strategic portfolio management : How governance and financial discipline can improve portfolio performance. [Online] Available at: http://www.pwc.com/en_US/us/i ncreasing-it- effectiveness/assets/pwc- strategic-portfolio-management- governance-financial- discipline.pdf covers the reasons for why PPM governance is essential. Specifically issue escalation, culture of accountability, communications, cross functional coordination, calendar alignment, process automation, financial discipline and benefits realisation. 2 https://www.g ov.uk/governm ent/uploads/sy stem/uploads/ attachment_da ta/file/220541/ green_book_co mplete.pdf Treasury Green Book 1 Around 50 examples of articles related to the listed problems
- 10. Findings – keyorganisation questions 10 Problem Summary Proactive & visible senior management commitment Alignment of the portfolio with strategic objectives Consistent & effective governance alignment Shared change culture & associated behaviours Coordination through a portfolio office How can PfM help the organisation develop and manage its strategy? S P P S How can PfM ensure all the organisation’s projects and programmes align with the strategy? P P P S How can PfM demonstrate that projects and programmes are delivering benefits (in line with the strategy)? S P S S What organisational management capabilities are needed to enable effective PfM? S P S S
- 11. Findings – keypeople questions 11 Problem Summary Proactive & visible senior management commitment Alignment of the portfolio with strategic objectives Consistent & effective governance alignment Shared change culture & associated behaviours Coordination through a portfolio office Aligned with strategy? Lack of understanding – what is Portfolio Management? Why do it? What are the benefits? Adequate knowledge & skills? Degree of resistance to change? Common/consistent language & communications? Building on existing processes & continuous improvement?
- 12. Findings – keytechnology questions 12 Problem Summary Proactive & visible senior management commitment Alignment of the portfolio with strategic objectives Consistent & effective governance alignment Shared change culture & associated behaviours Coordination through a portfolio office How do we build in the keys to success by understanding any portfolio through analysis of data? S P P How do we ensure collaborative working between any portfolio office and key departments for change? P S P Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? P S P Should we set up a specific portfolio office? P S P
- 13. Technology references 13 Pillar ProblemsAnswers ID Category Problem Summary Proactive and visible senior management commitment Alignment of the portfolio with strategic objectives Consistent and effective governance alignment Shared change culture and associated behaviours Coordination through a portfolio office Source Synopsis Rating Source Synopsis Rating Source Synopsis Rating Source Synopsis Technology No / poor decision data available Define delivery and decision making data, make sure the delivery team produces is as a consequence of management, not special 'rekey'. Independently validate / assure 10 Inconsistent/Inaccurate data How do we build in the keys to success by understanding any portfolio through analysis of data? S P P Gaining an Understanding of Your Customers Using Portfolio Analysis By: Ruby C. Kerr http://www.crfonline.org/or c/pdf/ref6.pdf Recognises the importance of customers but distinguishes the planning and in particular the analysis to sort the 'wood from the trees' with worked examples 1 24 Stakeholder Management By: Open Group.org http://pubs.opengroup.o rg/architecture/togaf9- doc/arch/chap24.html Whilst not directly linking with the problem summary it has appeared in the search and relates to a key aspect being Stakeholder Management as although the the analsysis is key, who and what quickly follows 3 Project Portfolio Management: Metrics that Work James C. Brown https://www.bw.edu/ac ademics/cpd/forums/Pr oject_Portfolio_Manage ment_March_2011.pdf Only a presentation but provides an overview including some interesting points 3 MANAGING CUSTOMER RELATIONSHIPS RUTH N. BOLTON AND CRINA O. TARASI http://www.ruthn bolton.com/Publi cations/01Malhotr a-V3-Chap1.pdf Features on customer relationship management (CRM) but parralels can be drawn with portfolio areas around the process approach Technology No common means of planning Implement a common means of planning from idea, though to the 'hopper' of candidates, through to delivery and benefits, and BAU resource plans 11 Poor access to data How do we build in the keys to success by understanding any portfolio through analysis of data? Project Management: Achieving Competitive Advantage, Second Edition, by Jeffrey K. Pinto. Published by Prentice Hall. Copyright © 2010 by Pearson Education, Inc. http://wps.pearsoncustom.c om/wps/media/objects/722 5/7398617/MGT310_Ch03.pd f Provides a good overview and check list models with worked examples albeit from an Amercian perspective 2 Portfolio Management: Fundamental for New Product Success By Dr. Robert G. Cooper, Dr. Scott J. Edgett and Dr. Elko J. Kleinschmidt http://www.stage- gate.com/downloads/wp /wp_12.pdf Another USA based paper but gives good examples of success criteria 2 Technology Separation of delivery tool form reporting tool Common tool for delivery and reporting 12 Poor access to data Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? P S P https://www.gartner.com/d oc/1763914/ppm-market- universe-using-ppm Gartner's magic quadrant on PPMtools - their relevant capability and maturity - however need to pay unless we have permission to use this in the APMgroup 3 http://www.bestoutcom e.com/how-to-select-a- project-portfolio- management-ppm- solution-html.html How to select the right PPM tool - goes through basic method of selecting a PPM solution (objectives, requirements, selection/RFP) 1 http://prioritysystem.co m/tools.html Summary of PPMtools and their various capabilities 1 http://www.priori tysystem.com/pp mselectionaid.ht ml Selecting a PPMtool using multiple criteria/requirements - includes a handy excel requirements catalogue for you to rank importance in prep for issuing an RFP Technology High cost of assembling data Implement and support a common tool to reduce cost 12 Too costly/poor value for money Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology Data out of date / not believable Implement a common tool and carry out compliance management on data quality 12 Too costly/poor value for money Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? . Technology How to put IT in place that people will use and not see as control/threat deciding on a solution with proj. managers. Ensuring it is fit for purpose as a tool that adds value to their work 29 Not fit for purpose - not "exec friendly" Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology ? Having an enterprise information portal 30 Inflexible tools Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology Fit for purpose software – appropriate Consider current and future requirements 53 Not fit for purpose - not "exec friendly" Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology Solution owned by business establish focal point and change champions 54 Purpose unclear How do we ensure collaborative working between any portfolio office and key departments for change? P S P Technology Review and Refresh to assure sustainability n/a 55 Poor access to data Should we set up a specific portfolio office? P S P Technology Any technology solution needs to be easy and accessible 62 Poor access to data Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology The current focus on analysis tools at the expense of getting the right info to make the decision to the board 83 Purpose unclear Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology "We need a tool" before we can start. Is this statement correct? 84 Purpose unclear Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology When do we start to use "sophisticated tools?" 85 Inflexible tools Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology Outputs not "exec" friendly Clear and simple reporting tool back to the business 86 Not fit for purpose - not "exec friendly" Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology Lack of holistic "joined upness", manual interfaces take time & erode "perceived value" of this Defining need first & identifying the tools from that 87 Purpose unclear Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology Is not seen as a priority for investment versus others 88 Too costly/poor value for money Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology No single tool?? 89 Inflexible tools Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology The need for a system that is a one stop shop for information to prevent any duplication of reporting i.e. a balanced system that achieves the required priorities 115 Poor access to data Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology Data/ information capture; reporting the true status of projects and the necessary accuracy by selecting the right data 116 Inconsistent/Inaccurate data Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology The stakeholders do not like technology, they prefer simple dashboards 117 Not fit for purpose - not "exec friendly" Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology Tools can be too sophisticated, not understood and thus ignored; people always hate the introductions of new systems 118 Not fit for purpose - not "exec friendly" Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology Sometimes information download loses sight of true objectives - in some cases there is too much information on the wall! A real challenge to keep it updated. 119 Inconsistent/Inaccurate data Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology Tools flexible enough to provide consistency across different and diverse contexts within the business. Engage with leaders to agree what information (rather than what data) is needed to inform decisions. 142 Inflexible tools Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology How to find useful technology to turn data into information to support decisions. 143 Inflexible tools Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Technology Tools flexible enough t provide consistency across different and diverse contexts within the business. 144 Inflexible tools Is there one (or a series of tools) that will cover a range of generic categorisation plus prioritisation for a portfolio? Around 10 examples of articles related to the listed problems
- 14. Part 2 -PfM SIG collateral 14 Year Event Link to Event Organisation Presenter Subject Link to Presentation Str Pty Sel Ben Rsk Est Man Ass Gov PMO Tls Oth Govt Pub Pte Oth SMC Align Gov Cult PMO 2010 PfM SIG Discovery Day (Sep) http://www.apm.org.uk/news/portfo lio-management-sig-discovery- day#.U_9flqPgUQI Benefits Management SIG Peter Glynne BM – A Strategic Business Skill http://www.apm.org .uk/news/portfolio- management-sig- discovery- day#.U7hLDUCmVDQ 1 1 2010 PfM SIG Discovery Day (Sep) http://www.apm.org.uk/news/portfo lio-management-sig-discovery- day#.U_9flqPgUQI Open University Business School Cranfield School of Management Professor Elizabeth Daniel Professor John Ward and Dr Arnoud Franken Project Portfolio Management: Balancing Risk and Performance in Turbulent Times http://www.apm.org .uk/sites/default/fil es/02_John_Ward_El izabeth_Daniels_CIM A_PPM_Research_A PM_210710.pdf 1 1 2010 PfM SIG Discovery Day (Sep) http://www.apm.org.uk/news/portfo lio-management-sig-discovery- day#.U_9flqPgUQI Cabinet Office Steve Jenner History of the Government PfM SIG & the new OGC Management of Portfolios (MoP) http://www.apm.org .uk/sites/default/fil es/01a__Steve_Jenn er__APMSIG21.7.10. pdf 1 1 2010 PfM SIG Discovery Day (Sep) http://www.apm.org.uk/news/portfo lio-management-sig-discovery- day#.U_9flqPgUQI Departmental Transformation Programme HMRC Paul Hirst, Head Of Programme and Project Management Making Tough Decisions in tough Times, or The Case for Portfolio http://www.apm.org .uk/sites/default/fil es/01b_Paul_Hirst_A PM_Discovery_Day_ 100721.pdf 1 1 2010 Inaugural PfM SIG Meeting (Nov) http://www.apm.org.uk/news/portfo lio-management-idea-whose-time- has-come#.U_9gXaPgUQI Efficiency and Reform Group, Cabinet Office Philip Cooper Portfolio Management in Government http://www.apm.org .uk/sites/default/fil es/PORTFOLIO%20M ANAGEMENT%20IN% 20GOVERNMENT.pdf 1 1 MoP Principles: Str = Strategy Alignment etc Pty = Prioritisation Sel = Selection & Decision-Making Ben = Benefits Realisation (Portfolio) Rsk = Managing Portfolio Risk Est = Establishing PfM Man = Managing PfM Ass = Assurance Gov = Governance PMO = Portfolio Office Tls = Tools and Techniques Oth = General PfM SMC = Proactive and visible senior management commitment Align = Alignment of the portfolio with strategic objectives Gov = Consistent and effective governance alignment Cult = Shared change culture and associated behaviours PMO = Coordination through a portfolio office Organisation TypeTopics Covered: Portfolio Management SIG - Presentation Analysis (2014) 37 presentations Analysis to be validated Volunteers?
- 15. Part 2 –initial presentation analysis 15 Question Learning from B&Q How can PfM help the organisation develop and manage its strategy? (Nothing obvious from their presentation – they don’t talk about reviewing the benefits, just the project) How can PfM ensure all of the organisation’s projects and programmes align with the strategy? PMO gives a single view of all project costs and benefits; ensures alignment between strategy, financial planning, capacity planning and PMO (slide 17) How can PfM demonstrate that projects and programmes are delivering benefits (in line with the strategy) Key projects documented in a standard way and managed in a highly visual manner (slide 16) PMO communicates across the organisation (slides 10 and 11) How can PfM support the effective delivery of projects and programmes? Key projects documented in a standard way and managed in a highly visual manner (slide 16) Sharepoint site giving guidance on documentation, which meetings to attend (slide 15) Governance tailored to match scale and complexity of projects and programmes – three levels, gold, silver and bronze (slide 12) What organisational management capabilities are needed to enable effective PfM? Project management capability (slide 6)
- 16. Continuation, next steps& volunteers • Complete the analysis – Questions analysis, mapping to MoP principles • Seek further references for the defined problems • Further categorisation of presentations – APM BoK – MoP principles • Validate PfM presentations & collateral analysis • Provide link on APM website 16
- 17. A portfolio managementand product delivery case example Euan Dean ID Business Solutions (IDBS). 17
- 18.
- 19. Exploiting research andcollateral • How the SIG should further develop PfM resources for members – Did this research process work? – How could we improve it, was it effective? • As SIG members, what do you want? • How you can help 19
- 20. Continuation, next steps& volunteers • Complete the analysis – Questions analysis, mapping to MoP principles • Seek further references for the defined problems • Further categorisation & validation of presentations • Provide link on APM website 20
- 21. 21 Wednesday 22nd April2015 London APM Portfolio Management conference “Making Portfolio Management work for you/your organisation”
- 22.
Editor's Notes
- #5 Could remind audience how DNK is pivotal in driving forward the SIG’s Aims: Promote awareness of portfolio management practices and so help organisations achieve their corporate strategy or strategic intent. Provide an active forum for interested professionals to share experiences, ideas, tools, techniques and challenges. Encourage cross-professional collaboration. Contribute to the development of best practice in this emerging field.
- #6 Good to have ref back to a successful conference, with continuing development of ideas and work to make outputs more accessible “What was being sought” Analysis of problems highlighted Consolidation into key qurstions by ‘pillar’ Alignment with MoP Research to find answers “How the process worked” Groups of 2
- #7 Would a flow-chart work? Showing today’s event as part of ongoing process?? If review groups not done the presentation analysis, provisional analysis in later slide Str = Strategy Alignment etc Pty = Prioritisation Sel = Selection & Decision-Making Ben = Benefits Realisation (Portfolio Rsk = Managing Portfolio Risk Est = Establishing PfM Man = Managing PfM Ass = Assurance Gov = Governance PMO = Portfolio Office Tls = Tools and Techniques Oth = General PfM SMC = Proactive and visible senior management commitment Align = Alignment of the portfolio with strategic objectives Gov = Consistent and effective governance alignment Cult = Shared change culture and associated behaviours PMO = Coordination through a portfolio office
- #8 Is it worth having hand-outs for attendees, of the questions only - for all PPOT where available?
- #10 What about an additional slide with a few highlighted – and links to illustrate (although if this might make this session too long , maybe something like that for Session 3 the discussion?)
- #14 What about an additional slide with a few highlighted – and links to illustrate (although if this might make this session too long , maybe something like that for Session 3 the discussion?)
- #15 Again, links to events/presentations could be used to illustrate what we are striving to make available If use at Session 3, maybe a couple of people could volunteer to review?
- #16 Not sure how this fits our original brief, but does it indicate what extra stuff we should be considering?
- #17 This is where it might be tricky to get people to hold their thoughts until Session 3, . However, if Euan’s talk can be positioned as an example of the experiences we want to incorporate for future reference then attendees can participate in Session 3 with that in mind, as well as what they saw/heard in Session 1 Maybe show some links to materials, SIG presentations etc – or in Session 3. This will show what we want to do and the challenge of doing it. It Daniel is there he could comment on how our thoughts fit with his – having now been in post about 3 months and talked to others across APM.
- #18 We will need Euan’s presentation slides to add to yours for the website
- #20 This is what I’ve been calling Session 3. If we can get the list of registered attendees, and then re-check actual arrivals on the evening, we might find people who came to the Conference and/or are from the CSV community. KIV the points the flyer highlighted, as people might use these as prompts for their views You could also mention 2015 Conference (here or earlier – perhaps to illustrate the rolling and continuing nature of our DNK focus?)
- #21 This is where it might be tricky to get people to hold their thoughts until Session 3, . However, if Euan’s talk can be positioned as an example of the experiences we want to incorporate for future reference then attendees can participate in Session 3 with that in mind, as well as what they saw/heard in Session 1 Maybe show some links to materials, SIG presentations etc – or in Session 3. This will show what we want to do and the challenge of doing it. It Daniel is there he could comment on how our thoughts fit with his – having now been in post about 3 months and talked to others across APM.