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.
Projects programmes and portfolios, so what is the difference?Catherine Bendell
This document discusses projects, programs, and portfolios and the differences between them. It provides definitions and describes:
- A portfolio is a grouping of projects and programs managed at an organizational level to maximize return on investment.
- Program management coordinates related projects and change activities to achieve beneficial change, while individual projects are unique endeavors with defined objectives.
- The key to success is having the right sponsorship, effective project management, portfolio management to balance initiatives, and governance.
An introduction to portfolio management - the theory and in practice webinar
Tuesday 19 May 2020
presented by
Petula Allison and Adam Skinner
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/an-introduction-to-portfolio-management-the-theory-and-in-practice-webinar/
The document provides an overview of strategic portfolio management. It discusses the rationale for portfolio management, including aligning projects with organizational strategy and goals. Benefits of portfolio management include improved resource utilization and risk management. Challenges include lack of consensus, poor prioritization, and weak controls. Critical success factors include senior management commitment, robust governance processes, and ensuring project alignment with objectives. The document also outlines portfolio management roles and provides examples of how organizations can categorize their portfolio management effectiveness.
This document summarizes a presentation about project management offices (PMOs). It discusses the history and evolution of PMOs from the 1970s to present day. It describes the different types of PMOs and what they can provide to organizations, such as common methods, communication hubs, and benefits delivery. Case studies are presented on why organizations implement PMOs. The document outlines the process for setting up a new PMO and ensuring its longevity. It also profiles common roles within a PMO and discusses competencies. Finally, future research topics related to PMOs are presented.
Project portfolio management (PPM) aims to align projects with organizational strategy through assessing project proposals, allocating scarce resources, balancing project risk and size, and continually tracking projects. PPM is aimed at senior management who must ensure strategy and operations are integrated. It involves tasks like investment decision making, matching investments to objectives, and allocating assets. PPM helps improve project success rates and allows organizations to efficiently invest in opportunities critical to their future.
Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M
Helps achieve...
•Transparency – Line of sight into decisions, performance, and benefits
•Accountability – Ownership and decision-making thresholds defined and governed
•Compliance – Comply with organizational and public sector policies, regulations, and guidelines
•Cost Savings – Eliminate wasteful spending, out-of-control execution, re-invention, and disconnected operations
•Funds Optimization – Obtain optimal benefits for amount budgeted and expended
•Benefits Realization – Achieve the intended benefits as described in the business case
The document discusses enabling business and technology alignment in a fast-changing world through project/program portfolio management (P3M). It notes the challenges of rapid growth, cost containment, and increasing profit in today's environment. It emphasizes aligning business strategy with IT enablers to drive growth while reducing costs. The document provides techniques for success including understanding executive incentives, structuring strategies into a portfolio and programs/projects, establishing the right governance model, and using tools like a portfolio calendar and decision-making processes. It stresses the importance of the right level of understanding, process standardization, and global enabler platforms to enable successful change.
The document summarizes a presentation on successfully delivering business change. It discusses six key factors for change success: 1) having a clear vision and strategy with well-defined benefits, 2) strong leadership and sponsorship, 3) following a well-structured change approach, 4) understanding and engaging stakeholders, 5) building a capable change team, and 6) measuring change success. Attendees will break into groups to discuss two of the factors in more depth and share experiences and lessons learned. The goal is to help organizations improve their ability to manage change.
Projects programmes and portfolios, so what is the difference?Catherine Bendell
This document discusses projects, programs, and portfolios and the differences between them. It provides definitions and describes:
- A portfolio is a grouping of projects and programs managed at an organizational level to maximize return on investment.
- Program management coordinates related projects and change activities to achieve beneficial change, while individual projects are unique endeavors with defined objectives.
- The key to success is having the right sponsorship, effective project management, portfolio management to balance initiatives, and governance.
An introduction to portfolio management - the theory and in practice webinar
Tuesday 19 May 2020
presented by
Petula Allison and Adam Skinner
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/an-introduction-to-portfolio-management-the-theory-and-in-practice-webinar/
The document provides an overview of strategic portfolio management. It discusses the rationale for portfolio management, including aligning projects with organizational strategy and goals. Benefits of portfolio management include improved resource utilization and risk management. Challenges include lack of consensus, poor prioritization, and weak controls. Critical success factors include senior management commitment, robust governance processes, and ensuring project alignment with objectives. The document also outlines portfolio management roles and provides examples of how organizations can categorize their portfolio management effectiveness.
This document summarizes a presentation about project management offices (PMOs). It discusses the history and evolution of PMOs from the 1970s to present day. It describes the different types of PMOs and what they can provide to organizations, such as common methods, communication hubs, and benefits delivery. Case studies are presented on why organizations implement PMOs. The document outlines the process for setting up a new PMO and ensuring its longevity. It also profiles common roles within a PMO and discusses competencies. Finally, future research topics related to PMOs are presented.
Project portfolio management (PPM) aims to align projects with organizational strategy through assessing project proposals, allocating scarce resources, balancing project risk and size, and continually tracking projects. PPM is aimed at senior management who must ensure strategy and operations are integrated. It involves tasks like investment decision making, matching investments to objectives, and allocating assets. PPM helps improve project success rates and allows organizations to efficiently invest in opportunities critical to their future.
Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M
Helps achieve...
•Transparency – Line of sight into decisions, performance, and benefits
•Accountability – Ownership and decision-making thresholds defined and governed
•Compliance – Comply with organizational and public sector policies, regulations, and guidelines
•Cost Savings – Eliminate wasteful spending, out-of-control execution, re-invention, and disconnected operations
•Funds Optimization – Obtain optimal benefits for amount budgeted and expended
•Benefits Realization – Achieve the intended benefits as described in the business case
The document discusses enabling business and technology alignment in a fast-changing world through project/program portfolio management (P3M). It notes the challenges of rapid growth, cost containment, and increasing profit in today's environment. It emphasizes aligning business strategy with IT enablers to drive growth while reducing costs. The document provides techniques for success including understanding executive incentives, structuring strategies into a portfolio and programs/projects, establishing the right governance model, and using tools like a portfolio calendar and decision-making processes. It stresses the importance of the right level of understanding, process standardization, and global enabler platforms to enable successful change.
The document summarizes a presentation on successfully delivering business change. It discusses six key factors for change success: 1) having a clear vision and strategy with well-defined benefits, 2) strong leadership and sponsorship, 3) following a well-structured change approach, 4) understanding and engaging stakeholders, 5) building a capable change team, and 6) measuring change success. Attendees will break into groups to discuss two of the factors in more depth and share experiences and lessons learned. The goal is to help organizations improve their ability to manage change.
This document outlines a webinar on project portfolio management presented by Claude Maley. It includes information on the presentation objectives, the presenter's background, definitions of key terms, and the importance of aligning projects to organizational strategy and goals. Various aspects of project portfolio management such as project selection, governance, reporting, and organizational structure are also discussed.
This document discusses project portfolio management. It defines portfolio, program, and project management and their differences. Specifically, portfolio management focuses on doing the right projects to achieve strategic goals, while project management focuses on doing individual projects right. The document outlines common challenges with portfolio management like poor prioritization and lack of governance. It then presents a portfolio management process model involving principles, definition cycles, and delivery cycles to help address these challenges. Finally, it discusses implementing an enterprise-wide portfolio management process and the services a consulting firm can provide to help organizations assess, define, modify, and transition to an improved portfolio management process.
The document summarizes a presentation on common factors for managing successful change. It provides an agenda for the event that includes an introduction to the Enabling Change Special Interest Group (SIG), presentations on case studies, and identification of common success factors. Several delegates then share examples of change programs they are involved in from organizational, IT, and process changes. The presenter discusses three of their case studies in more detail. Common factors identified by delegates include having senior leadership support, strong program/project management, stakeholder engagement, communication, and benefits realization. The presentation concludes by highlighting resources available through the SIG.
Procuring for agile: thoughts on what good looks like webinar
Thursday 23 April 2020
presented by
Dr Jon Broome, Olubukola Feyisetan, John Lake, Jason Sprague, Will Webster
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/procuring-for-agile-thoughts-on-what-good-looks-like-webinar/
Mapping the future: the art and science of programme planning in a waterfall or agile world
Thursday 16 July 2020
Presented by
Adam Skinner and Andy Willis
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/mapping-the-future-the-art-and-science-of-programme-planning-in-a-waterfall-or-agile-world-webinar/
Mr. Robert Twiddy provides strategic consulting services including project management training and coaching to executives. He is currently a visiting professor and strategy advisor in Thailand. He has experience providing balanced scorecard, project management, and IT consulting. The presentation introduces project portfolio management (PPM) including the overall model, strategic alignment using balanced scorecard, frameworks for project selection, and tools for PPM. Participants will learn about introducing PPM to their organization through establishing processes, metrics, and strategic linkage between projects and programs. They will also learn about PPM certification and tools to support the PPM lifecycle.
The document discusses implementing a Project Management Office (PMO) at Regus, a multinational flexible office space provider. It begins with defining a PMO and outlining their common functions. It then analyzes Regus' current project practices, finding issues like a lack of oversight and unclear roles. To address this, the document proposes establishing a collaborative PMO to standardize processes, select projects strategically, and provide visibility into the project portfolio. It describes customizing the PMO approach based on feedback from cross-functional workgroups to best suit Regus' needs. The conclusion evaluates early impacts of the new PMO and considers next steps to continue maturing the approach.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
Project management offices (PMOs) evolve through the project, program and portfolio management stages as they mature to meet ever-increasing business needs. A project management office can reduce the risk of project schedule slippage, cost overruns and scope creep by focusing on a standard project management process, basic tools and project manager development. A program management office can improve resource management across business and IT projects and programs by combining related business and IS projects into programs, as well as by implementing governance, communications programs and collaboration tools. A portfolio management office can contribute to business growth by optimizing the mix of project and program investments and focusing on benefits realization and knowledge management. CIOs must ensure that their PMOs master the basics of their current stage before they evolve them to the next stage
The pmo strategy discipline execution valueOrlando Lugo
The document discusses how a PMO (Project Management Office) can provide strategic leadership, follow best practices, ensure project execution, and realize business benefits. It argues that a PMO should focus on strategic goals, implement discipline through proven methods, and maximize value by ensuring projects deliver benefits. A PMO oversees a company's portfolio of projects to ensure they are aligned with strategy and priorities.
This document summarizes the Portugal OPM3 Project. It establishes a scientific committee and international advisory panel for assessing organizational project management maturity in Portuguese industry. The first phase of the project involves conducting maturity assessments of participating organizations through meetings with managers and key staff. The goal is to analyze maturity, validate improvement plans, and help organizations better link projects to strategic objectives.
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
Given at the 2011 Project World conference in Orlando, Florida with a focus on right-sizing a portfolio management (PPM) implementations and processes.
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
QSRA: Introduction for risk and planning professionals and decision makers webinar
Wednesday 6 March 2019
presented by
Tony McDonald, James Kimmance and Graham Nicol
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/qsra-introduction-for-riskplanning-professional-and-decision-makers-webinar/
This webinar is sponsored by Safran Software www.safran.com
This document provides an overview of an introduction to programme management event. The event included a keynote speech by Roy Hill, discussions on the second edition of the Introduction to Programme Management book, and networking. The document defines programme management and differentiates it from project management, strategy, and portfolios. It discusses identifying benefits, defining programmes and projects, managing interdependencies, roles and responsibilities, and perspectives like benefits management. Information is provided on an upcoming programme management conference and a discount code is offered for the programme management book.
An Assessment of Project Portfolio Management Techniques on Product and Servi...iosrjce
The crises of product and service innovation in most organisations due to global competition and
the need for scientific research in the project portfolio management discipline were factors that motivated this
research. The purpose of this study is to investigate how project portfolio management(ppm) contributes to
product and service innovation. A questionnaire was developed to gather data to compare the PPM methods
used, PPM performance and resulting new product success measures in sixty Nigeria organisations in a diverse
range of service and manufacturing industries. The study findings indicated that PPM practices have a greater
impact in the new product and services success rate. Also, business strategy method result in better alignment
of the projects in the portfolio. This conclusion is supported by the 0.630 Pearson correlations at 0.000
significance between percentage of successful products and PPM performance level. The results reveal that for
better innovation outcomes, management should place a priority on developing and improving PPM.
The document provides information on project portfolio management, including its benefits and how to develop a successful practice. It discusses understanding portfolio management and governance. Key aspects include staffing your organization with skilled professionals, planning realistically, maintaining top-level support, defining benefits, and managing change effectively. The document also covers governance design and frameworks, and knowing where to start a portfolio and what questions to ask.
Macrosolutions Consulting Service: Project Management Office (PMO) Implementa...Macrosolutions SA
Macrosolutions is a leading project management consulting firm that has implemented over 100 Project Management Offices (PMOs) across several industries in multiple countries totaling over $18 billion in investments. They offer consulting services to help companies establish autonomous or departmental PMOs, including assessing maturity, defining processes and templates, developing reports and dashboards, setting up appropriate technology and infrastructure, and providing coaching. The scope of work includes diagnosing issues, developing standardized processes and documents, establishing an executive reporting system, building a PMO team, and conducting proof of concept projects.
Portfolio management involves coordinating organizational change initiatives and ongoing operations to balance strategic objectives. Key differences exist between portfolios, programs, and projects in terms of scope, duration, and alignment with strategy. Effective portfolio management improves resource use, benefits realization, and organizational governance through practices like prioritizing changes, managing dependencies, and ensuring financial and benefit alignment with strategy.
HedgeGuard is a cross-asset portfolio and risk management system that allows real-time monitoring of trading activity and positions across multiple asset classes. It provides customizable workspaces, speedy trade entry, integrated risk analysis including VaR and stress testing, flexible reporting of P&L, NAV and risk metrics, and reconciliation tools. New asset classes can also be easily integrated into the system.
This document outlines a webinar on project portfolio management presented by Claude Maley. It includes information on the presentation objectives, the presenter's background, definitions of key terms, and the importance of aligning projects to organizational strategy and goals. Various aspects of project portfolio management such as project selection, governance, reporting, and organizational structure are also discussed.
This document discusses project portfolio management. It defines portfolio, program, and project management and their differences. Specifically, portfolio management focuses on doing the right projects to achieve strategic goals, while project management focuses on doing individual projects right. The document outlines common challenges with portfolio management like poor prioritization and lack of governance. It then presents a portfolio management process model involving principles, definition cycles, and delivery cycles to help address these challenges. Finally, it discusses implementing an enterprise-wide portfolio management process and the services a consulting firm can provide to help organizations assess, define, modify, and transition to an improved portfolio management process.
The document summarizes a presentation on common factors for managing successful change. It provides an agenda for the event that includes an introduction to the Enabling Change Special Interest Group (SIG), presentations on case studies, and identification of common success factors. Several delegates then share examples of change programs they are involved in from organizational, IT, and process changes. The presenter discusses three of their case studies in more detail. Common factors identified by delegates include having senior leadership support, strong program/project management, stakeholder engagement, communication, and benefits realization. The presentation concludes by highlighting resources available through the SIG.
Procuring for agile: thoughts on what good looks like webinar
Thursday 23 April 2020
presented by
Dr Jon Broome, Olubukola Feyisetan, John Lake, Jason Sprague, Will Webster
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/procuring-for-agile-thoughts-on-what-good-looks-like-webinar/
Mapping the future: the art and science of programme planning in a waterfall or agile world
Thursday 16 July 2020
Presented by
Adam Skinner and Andy Willis
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/mapping-the-future-the-art-and-science-of-programme-planning-in-a-waterfall-or-agile-world-webinar/
Mr. Robert Twiddy provides strategic consulting services including project management training and coaching to executives. He is currently a visiting professor and strategy advisor in Thailand. He has experience providing balanced scorecard, project management, and IT consulting. The presentation introduces project portfolio management (PPM) including the overall model, strategic alignment using balanced scorecard, frameworks for project selection, and tools for PPM. Participants will learn about introducing PPM to their organization through establishing processes, metrics, and strategic linkage between projects and programs. They will also learn about PPM certification and tools to support the PPM lifecycle.
The document discusses implementing a Project Management Office (PMO) at Regus, a multinational flexible office space provider. It begins with defining a PMO and outlining their common functions. It then analyzes Regus' current project practices, finding issues like a lack of oversight and unclear roles. To address this, the document proposes establishing a collaborative PMO to standardize processes, select projects strategically, and provide visibility into the project portfolio. It describes customizing the PMO approach based on feedback from cross-functional workgroups to best suit Regus' needs. The conclusion evaluates early impacts of the new PMO and considers next steps to continue maturing the approach.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
Project management offices (PMOs) evolve through the project, program and portfolio management stages as they mature to meet ever-increasing business needs. A project management office can reduce the risk of project schedule slippage, cost overruns and scope creep by focusing on a standard project management process, basic tools and project manager development. A program management office can improve resource management across business and IT projects and programs by combining related business and IS projects into programs, as well as by implementing governance, communications programs and collaboration tools. A portfolio management office can contribute to business growth by optimizing the mix of project and program investments and focusing on benefits realization and knowledge management. CIOs must ensure that their PMOs master the basics of their current stage before they evolve them to the next stage
The pmo strategy discipline execution valueOrlando Lugo
The document discusses how a PMO (Project Management Office) can provide strategic leadership, follow best practices, ensure project execution, and realize business benefits. It argues that a PMO should focus on strategic goals, implement discipline through proven methods, and maximize value by ensuring projects deliver benefits. A PMO oversees a company's portfolio of projects to ensure they are aligned with strategy and priorities.
This document summarizes the Portugal OPM3 Project. It establishes a scientific committee and international advisory panel for assessing organizational project management maturity in Portuguese industry. The first phase of the project involves conducting maturity assessments of participating organizations through meetings with managers and key staff. The goal is to analyze maturity, validate improvement plans, and help organizations better link projects to strategic objectives.
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
Given at the 2011 Project World conference in Orlando, Florida with a focus on right-sizing a portfolio management (PPM) implementations and processes.
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
QSRA: Introduction for risk and planning professionals and decision makers webinar
Wednesday 6 March 2019
presented by
Tony McDonald, James Kimmance and Graham Nicol
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/qsra-introduction-for-riskplanning-professional-and-decision-makers-webinar/
This webinar is sponsored by Safran Software www.safran.com
This document provides an overview of an introduction to programme management event. The event included a keynote speech by Roy Hill, discussions on the second edition of the Introduction to Programme Management book, and networking. The document defines programme management and differentiates it from project management, strategy, and portfolios. It discusses identifying benefits, defining programmes and projects, managing interdependencies, roles and responsibilities, and perspectives like benefits management. Information is provided on an upcoming programme management conference and a discount code is offered for the programme management book.
An Assessment of Project Portfolio Management Techniques on Product and Servi...iosrjce
The crises of product and service innovation in most organisations due to global competition and
the need for scientific research in the project portfolio management discipline were factors that motivated this
research. The purpose of this study is to investigate how project portfolio management(ppm) contributes to
product and service innovation. A questionnaire was developed to gather data to compare the PPM methods
used, PPM performance and resulting new product success measures in sixty Nigeria organisations in a diverse
range of service and manufacturing industries. The study findings indicated that PPM practices have a greater
impact in the new product and services success rate. Also, business strategy method result in better alignment
of the projects in the portfolio. This conclusion is supported by the 0.630 Pearson correlations at 0.000
significance between percentage of successful products and PPM performance level. The results reveal that for
better innovation outcomes, management should place a priority on developing and improving PPM.
The document provides information on project portfolio management, including its benefits and how to develop a successful practice. It discusses understanding portfolio management and governance. Key aspects include staffing your organization with skilled professionals, planning realistically, maintaining top-level support, defining benefits, and managing change effectively. The document also covers governance design and frameworks, and knowing where to start a portfolio and what questions to ask.
Macrosolutions Consulting Service: Project Management Office (PMO) Implementa...Macrosolutions SA
Macrosolutions is a leading project management consulting firm that has implemented over 100 Project Management Offices (PMOs) across several industries in multiple countries totaling over $18 billion in investments. They offer consulting services to help companies establish autonomous or departmental PMOs, including assessing maturity, defining processes and templates, developing reports and dashboards, setting up appropriate technology and infrastructure, and providing coaching. The scope of work includes diagnosing issues, developing standardized processes and documents, establishing an executive reporting system, building a PMO team, and conducting proof of concept projects.
Portfolio management involves coordinating organizational change initiatives and ongoing operations to balance strategic objectives. Key differences exist between portfolios, programs, and projects in terms of scope, duration, and alignment with strategy. Effective portfolio management improves resource use, benefits realization, and organizational governance through practices like prioritizing changes, managing dependencies, and ensuring financial and benefit alignment with strategy.
HedgeGuard is a cross-asset portfolio and risk management system that allows real-time monitoring of trading activity and positions across multiple asset classes. It provides customizable workspaces, speedy trade entry, integrated risk analysis including VaR and stress testing, flexible reporting of P&L, NAV and risk metrics, and reconciliation tools. New asset classes can also be easily integrated into the system.
The document discusses implementing a comprehensive ETRM (Energy Trading and Risk Management) system to provide a 360-degree view of trading and risk management activities. It outlines how ETRM systems have become more sophisticated over time to meet evolving needs. Key aspects of a successful ETRM implementation include defining clear business requirements, evaluating existing systems and processes, selecting appropriate software, and implementing in a phased approach with user acceptance testing. Consulting firm PA provides expertise to help companies with all stages of ETRM system selection and implementation.
The document outlines a complete kit to set up initiatives portfolio management including:
1) Establishing a strategic decision making framework and governance process to prioritize non-drug projects similarly to drug development projects.
2) Assigning project management leadership to get resources, drive projects, and ensure they pass tollgates.
3) Having a roadmap of tollgate decisions for projects in the initiatives portfolio.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
The document discusses project portfolio management (PPM) as a holistic approach to strategically manage initiatives through balancing risk and value, aligning projects to strategy, and using a defined multi-stage life cycle from scoping to realization. PPM aims to select the optimal mix of projects based on cost, return, risk, and other factors to maximize portfolio value while balancing resources across the project portfolio.
The 7 step strategic sourcing framework is a popular model developed by ATKearney consulting to help companies lower costs through strategic procurement. The 7 steps include: 1) developing a category profile through spending and supply market analysis, 2) creating a sourcing strategy, 3) generating a supplier portfolio, 4) selecting an implementation plan such as negotiations or auctions, 5) negotiating and selecting suppliers, 6) implementing agreements, and 7) continuous improvement of the sourcing process. Major companies like P&G, HUL, IBM and Dell have used this framework to achieve cost savings of 10-20%.
Micro Expressions are brief, involuntary facial expressions shown on the face of humans according to emotions experienced.
They occur when a person is consciously trying to conceal all signs of how he or she is feeling, or when a person does not consciously know how he or she is feeling.
In this deck, a brief history of micro expressions is introduced, along with a detailed analysis of the 7 universal facial expressions that could be found in almost anyone walking on this Earth.
This document provides guidance on monitoring and evaluation for partnership-based programs. It discusses the importance of changing the mindset around M&E from merely justifying expenditures to a collaborative learning process. Donors are encouraged to make M&E a learning partnership rather than a performance test. Effective M&E requires a balanced mix of quantitative and qualitative methods. Numbers alone do not capture impact; seeking contributions to meaningful change is more important. Both donors and partner organizations must commit to supporting M&E throughout implementation and using findings to strengthen future work.
Trends and insights into current project, programme and portfolio practices. Presented by Michael Cooch, PWC Director (PPM) at APM Governance SIG event on 12th February 2014
Ken Martin has extensive experience in business, IT, and project management across several large companies. He discusses the benefits of project portfolio management (PPM), which include improved alignment with business strategy, visibility and control, collaboration, pipeline and resource management, financial management, and risk management. Without effective PPM, organizations can experience issues like approving projects that don't meet strategic needs, not having clear priorities, and overallocating resources. Key actions for implementing PPM include gaining stakeholder alignment, obtaining management support, developing a framework, and deciding on tools and reporting. The PPM process involves gathering all project data, prioritizing projects, assigning resources, and ongoing monitoring.
CORPORATE Strategy MBCG743D-Unit-23.pptxVasudha DR
There are several types of strategic gaps that can occur between an organization's current performance and its strategic goals and objectives. These include management-induced gaps from failing to secure support for the strategic plan, communicate the strategy, adhere to the plan, or adapt to significant changes. Process-induced gaps can also occur from improperly coordinated or untimely processes like resource allocation and monitoring. Technology systems can induce gaps if strategic planning, budgeting, and monitoring are done in a fragmented way rather than integrated.
This document discusses ways that organizations can shorten their budget cycle times. It notes that traditional annual budgeting processes often take months and produce outdated results. Some key points made include:
- Many companies' budgeting processes take 4-6 months but world-class organizations complete it in just 60-90 days.
- Traditional processes are bottom-up and iterative, while best practices use top-down targets to guide shorter, fewer iterations.
- Technologies can help by automating data sharing and consolidation to reduce manual work and errors.
- Budgeting should align resources to business processes and strategic goals, not just track variances against accounts.
- Continuous planning is preferable to annual budgeting which is outdated as soon as
The document discusses the importance of benefits management for organizations and outlines best practices for developing business cases, measuring benefits, and ensuring benefits are realized. It notes that only 29% of projects are successful, highlighting the need for a benefits-led approach to improve outcomes. A key message is that benefits realization requires active management like any other business process.
This document discusses how organizations can effectively execute their corporate strategies through optimizing processes across the strategic lifecycle. It identifies that sound strategic planning, portfolio management, project management, organizational change management, and operations are all critical to achieving business objectives. However, these functions are often disconnected, leading to obstacles. The key is understanding how to accomplish goals through clear processes and information flow between the strategic planning, execution, and benefits realization phases. Proper strategic alignment, best practices, performance management, and an adaptive organizational culture are necessary for successful strategy execution.
1. The document discusses how to effectively execute corporate strategy by optimizing processes across the strategic planning, portfolio management, project management, and operations lifecycles. It argues that weaknesses in any part of the lifecycle can undermine success.
2. It identifies common issues that arise in each part of the lifecycle like unclear objectives, lack of prioritization of investments, project misalignment, and resistance to change. Best practices are outlined to address these issues.
3. The document emphasizes analyzing relationships and information flow across the entire lifecycle. Mapping current processes and systems reveals gaps and duplication that improved coordination and integration can address for more efficient strategy achievement.
The document discusses strategies for maximizing value from mergers and acquisitions (M&A) and managing innovation portfolios. It outlines challenges with M&A integration and portfolio management. Key steps in the M&A process are described, from due diligence to post-acquisition integration. Effective portfolio management involves gaining visibility, aligning investments, prioritizing projects, and developing execution discipline. Tools and approaches can help address common issues and improve the ability to create value through M&A and innovation portfolios.
The document outlines 10 steps for an executive sponsor to ensure the successful implementation and ongoing success of a Sales and Operations Planning (S&OP) process. The steps include developing a clear vision, allocating necessary resources, managing project scope, providing guidance to the team, championing peer support, ensuring the S&OP team makes key business decisions, demanding measurable results, being visible as the accountable sponsor, celebrating wins, and visualizing the next stage of maturity for continuous improvement. Following these 10 steps will help the executive sponsor position S&OP to effectively coordinate business planning and strategy execution.
Effective Implementation Of Strategic Initiatives Nov 2009giseke
The document summarizes a seminar on effective implementation of strategic initiatives. The seminar will cover best practices in strategic planning and execution, including developing strategic goals and objectives, identifying strategic initiatives, and managing business change associated with successful strategic execution. The seminar aims to provide an interactive learning experience and pragmatic advice based on the presenter's experience in strategic roles across different industries.
Project Management Methodologies
PPMP20009
Week 10 Lecture
Dr Bernard Wong
[email protected]
1
Assignment 4
Continuous Improvement Plan
Week 12 Friday
Open the course profile to review criteria.
2
Reminder
PPMP20009
Presentation weeks 11 or 12
4
Create your own Deming PDCA cycle relating to the last assignment that you handed in.
Change Management
6
Formulate change
Plan change
Implement change
Manage transition
Sustain change
Take the ‘Act’ segment of the PDCA cycle you created earlier and define the five CM stages.
Formulate change
Plan change
Implement change
Manage transition
Sustain change
Continuous Improvement?
Why are we wanting to improve?
Where are we now?
What are we working with?
If you don’t know where you are going, any road will get you there.
Cheshire Cat
(Alice in Wonderland)
There are a number of things to consider when deciding what level of maturity to aim for.
Why are you wanting to increase your level of maturity in this space?
-Some might be wanting to do it simply as a continuous improvement strategy.
Some may be having issues with the performance of their program and project delivery or portfolio investment returns
Others may need it to be competitive in a market that looks at the P3M3 levels of organisations in the tendering process
Others may be required to undergo a mandatory audit – as did the Qld Govt in 2012.
One organisation that I have spoken with has noted that their environment has become increasingly fiscally constrained and as such funding is much more competitive. They want to increase certain sections of their maturity, specifically relating to benefits management, business case and blueprint development – so that they can be more competitive in seeking funding for initiatives. So in this case they are not necessarily trying to improve their maturity as a whole, but an aspect of it. In doing this however, it is likely that they will have an increase in maturity in other areas as well.
We need to know where you are now to assist in deciding where you want to go. This is where going through an assessment is essential and I do believe in this being independent. You can self assess but this will always be impacted with bias. You need to baseline.
What are you working with? What is your organisational context? What resources do you have both budget and people? Do you have authentic sponsorship or are your leaders just ticking a mandate off? What’s your organisational culture like, are they open to P3 management or are they likely to see effort to increase maturity as unnecessary overhead?
So when we went through this process we were fortunate to have an authentic sponsor, we had a culture of project and program delivery so the staff understood the value of the practice (and I do say practice rather than methodology – as if you have experienced practitioners, they will argue methodology with you – this is a good thing!). We.
The document discusses various concepts and frameworks that can help with strategic planning, including:
- SWOT analysis to evaluate strengths, weaknesses, opportunities, and threats
- TOWS matrix to develop strategies by matching strengths/weaknesses with opportunities/threats
- PEST analysis to evaluate political, economic, social, and technological factors in the macro environment
- Porter's five forces to analyze competitive forces in an industry
- Boston matrix to evaluate product life cycles and allocate resources accordingly
Project portfolio management implementation requires executive support, governance structures, and a project management culture. Key challenges include lack of executive sponsorship, absence of governance processes for strategy translation and project selection, and lack of project management discipline. Successful strategies include ensuring executive support, establishing governance structures and processes for strategic alignment, instilling a project management culture, measuring and tracking benefits, and starting small by focusing on critical initiatives in one business unit.
APM event sponsored by the Northern Ireland branch on 27 April 2023.
Speaker: Petula Allison
This presentation by the APM Portfolio Management Specific Interest Group (SiG) focussed on bringing to life Portfolio management through case study of delivering and managing a transformation portfolio in the Financial Services and shares the theory on Portfolio Management (reference ‘The Guide to Portfolio Management’ written by the PfM SiG). This event was held on 27 April 2023.
The APM Portfolio Management SiG (PfM) aims to support everyone interested in PfM by promoting awareness of latest practices, researching new ideas, developing new approaches, and providing ways to share experiences and debate challenges.
The SiG’s intention is to be a major contributor to the future development of PfM through sharing knowledge and best practice and delivering the theory and case study of portfolio management in practice – collaborating with APM professionals in APM Branches and SiGs.
Case Study – Delivering a Transformation Portfolio at YBS
Q&A – Open Session
Portfolio Management – The Theory (From APM and Best Practice)
https://www.apm.org.uk/news/portfolio-management-and-how-it-can-deliver-organisations-strategy-and-value-1/
Similar to Portfolio management knowledge development (20)
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
2. Keeping portfolio management fresh -
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
7. Findings – key process 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 – key process 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 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
10. Findings – key organisation 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 – key people 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 – key technology 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
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 management and product
delivery case example
Euan Dean
ID Business Solutions (IDBS).
17
19. Exploiting research and collateral
• 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 April 2015
London
APM Portfolio Management conference
“Making Portfolio Management work for
you/your organisation”
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.
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
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
Is it worth having hand-outs for attendees, of the questions only - for all PPOT where available?
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?)
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?)
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?
Not sure how this fits our original brief, but does it indicate what extra stuff we should be considering?
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.
We will need Euan’s presentation slides to add to yours for the website
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?)
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.