Andrew Britton, Head of portfolio office at MS Amlin, presented at the APM Portfolio Management Conference on 17 May 2018.

1. Taking and making the hard
decisions in the Portfolio Office

2. Governance and Change Selection
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3. Comparative Analysis
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• Hertz
• Tesco
• Intercontinental Hotel Group
• MS Amlin

4. Page 4.
ePMO
Operating Model
Change selection
and Planning
Delivery Assurance
Analysis and
Reporting
Change Framework
Financial
Management
• Facilitates the
change selection
process and actively
manages three year
change road map
• Provides a
prioritisation
framework that
supports decision
making
• Provides detailed
plans and resource
demand for the
Portfolio
• Owns the delivery
governance
framework that
drives fast and
effective decision
making
• Partners with
projects to activity
support and mitigate
delivery risks
• Provides ‘hands on’
governance support
• Delivers accurate
insight and provides
an ‘early warning’
capability
• Produces a variety
of analysis to meet
customers needs
• Efficiently manages
the collection of
data and maintains
relationships with
projects/programme
managers
• Updates and
develops the project
delivery framework
• Coordinates with the
delivery community
to share knowledge
• Runs ‘drop in’
sessions on hot
topics to support
PM community
• Creates and
maintains benefit
and budget profile
for the Portfolio with
supporting
governance
• Works with finance
to maintain an
accurate view of the
portfolio budget and
benefit plan
• Supports the
planning process to
provide accurate
financial data

5. Change Delivery Model
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Case for
Change
Brief PID Change Control
Benefits
realisation
InitiationIdentification RealisationExploration Execution
G1 G2 G3

6. Supporting approach for selection
Proposal A
Proposal B
Proposal C
Strategic Corporate Strategic SBU
Cost of Doing
Business
Functional
Diameter of circle
denotes strategic
contribution
Value creation (growth, profitability,
efficiency) – e.g., corporate direction
(bolt-on or larger acquisitions) or
capital raising and deployment. Test:
investment…without which execution
of corporate strategy would be
materially constrained.
Key
Value creation (growth, profitability,
efficiency) in line with SBU strategy,
including Functional investments that
deliver value chiefly to SBU. Test:
investment…without which SBU
strategy execution would be
materially constrained in terms of
value.
On-going transaction of business (with
impacts on corporate, SBU, Entity or
function). Test: investment…without
which we would be constrained or
prevented from doing business
because of regulatory, compliance or
legal reasons.
Capability or efficiency impact for
individual or multiple functions. Test:
investment…without which the
capability or efficiency of the function
would be materially constrained (e.g.,
slower, unable to deliver specific
outcomes, less efficient).

7. Filtering
• Legal or regulation ‘must do’
• Highest return of value
• Current levels of commitment
• Optionality analysis
• Delivery schedule
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8. Key Points
• The Portfolio Office is the key decision enabler not maker
• Good data with business context is vital
• Focus on stakeholder values and build a pragmatic process that
are matched the organisation
• Use governance to help manage organisational tensions and
install good delivery practices
• Be clear on the outcomes that the portfolio will achieve
• Continual prioritisation is healthy
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