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Project Manager : Project Manager Dec Jan 2012
16 Project Manager • THOUGHT LEADERS Final thoughts Firstly, treat the implementation of portfolio management as a strategic business change program – focus on effective governance and behavioural change, as well as the portfolio definition and delivery practices. Governance and behavioural change go hand-in-hand, since effective governance requires attitudes and behaviours to focus on deriving the best value for the organisation, and the right level of ownership at a senior management level. Secondly, if the management adage ‘what gets measured gets done’ has any truth to it, measure the effect of your efforts. But ensure you focus less on adoption of process and more on the difference that the adoption of portfolio management has made, and is making, to your real business priorities. But beware, trying to track a multitude of KPIs. Instead, focus on a concentrated suite of leading and lagging indicators that combine quantitative and qualitative data, and which focus on the key business benefits anticipated. Which rather neatly takes us back to the success factors of ensuring the approach adopted is evidence-based, value- led, fast and frugal, and active. ••• 1 2 3 4 5 6 7 8 9 10 5.52 4.69 5.21 4.77 5.37 5.06 4.56 5.63 5.15 3.83 rating GrowinG up recent surveys of practitioner perceptions indicate a low level of maturity in the adoption of a portfolio approach to the management of projects and programs. across the board there is a consistent average rating of between 4.5 and 5.5 out of 10, indicating significant room for improvement. there is a clear view on what projects and programs are being planned and undertaken, what they will cost and what business impact is anticipated. our investment appraisal and portfolio prioritisation processes ensure limited resources (money, skills, equipment etc) are allocated to those projects/programs with the greatest impact on organisational priorities, subject to consideration of risk. the forecasts used to inform investment decisions are accurate and reliable. Project/program scheduling is matched to the organisation’s capacity and capability to deliver projects and programs and manage business change. funding allocations are adjusted to reflect changes in current organisational priorities and project/program performance so that spend remains aligned with strategy. limited resources (e.g . skilled staff) are managed to ensure efficient delivery i.e. demand and supply for inhouse resources are matched, with appropriate and managed reliance on consultants and contractors. Portfolio Delivery Management dependencies, inter-dependencies and risks are managed effectively and for the benefit of the portfolio as a whole. there is a clear view of project and program performance against key milestones and costs, and effective action is taken to address any slippage that might affect portfolio delivery. Projects and programs are delivered consistently on time and to budget. Benefits forecast are realised in practice and value created is optimised from our accumulated investment in change. Perceptions of PPM maturity
Project Manager Oct Nov 2011
Project Manager Feb March 2012