Jennifer ChristopherProject Portfolio Manager| Financial InstitutionNewport News, Va, United States
I am in need of some guidance for portfolio management for my organization. We are at about 1.9 PMO maturity level. I would like to speak to someone who may offer guidance for some of my challenges. First step I need to tackle is getting roles and responsibilities of a Governance Committee defined. I would also like direction on appropriate PPM tools (based on our maturity level) that will help with project submissions, review, approval, prioritization, project tracking, that will provide high level views for GC but allow for project status reports, timelines and some level of resource allocation. If anyone is willing to point me in the right direction I would really appreciate the help. Saving Changes...
Sort By:
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Hey Jennifer. It's not enough to know your current maturity level. To make the necessary decisions you also need to know the target maturity level you plan on reaching. For example, reaching an overall maturity level of 3 is not nearly as expensive in tools and processes as going for a higher level.
Once your target identified, you could ask your procurement team for an RFI to explore suitable PPMs.
The Governance Committee is a bit of a chicken and egg situation. On the one hand, you want to give the Committee a framework to start from. On the other hand, you should let the Committee self-organize as much as possible. My suggestion would be to brainstorm with the intended Committee members to flesh what should be done immediately, leaving some of the tougher questions for later.
...
1 reply by Jennifer Christopher
Jan 16, 2020 1:36 PM
Jennifer Christopher
...
Thank you Stephane for your reply. Yes, I agree a Level 3 is the most likely true target.
Thank you for your chicken and the egg reference. This has been my struggle. I need to lead them through the process, (hence my reason for seeking guidance) yet I also need them to "self organizing" to create a process they will live in and support. I have already identified the committee members. As simple as it seems, I believe a brainstorming session is a good approach to begin this process. Thanks again.
Saving Changes...
Jennifer ChristopherProject Portfolio Manager| Financial InstitutionNewport News, Va, United States
Jan 16, 2020 12:48 PM
Replying to Stéphane Parent
...
Hey Jennifer. It's not enough to know your current maturity level. To make the necessary decisions you also need to know the target maturity level you plan on reaching. For example, reaching an overall maturity level of 3 is not nearly as expensive in tools and processes as going for a higher level.
Once your target identified, you could ask your procurement team for an RFI to explore suitable PPMs.
The Governance Committee is a bit of a chicken and egg situation. On the one hand, you want to give the Committee a framework to start from. On the other hand, you should let the Committee self-organize as much as possible. My suggestion would be to brainstorm with the intended Committee members to flesh what should be done immediately, leaving some of the tougher questions for later.
Thank you Stephane for your reply. Yes, I agree a Level 3 is the most likely true target.
Thank you for your chicken and the egg reference. This has been my struggle. I need to lead them through the process, (hence my reason for seeking guidance) yet I also need them to "self organizing" to create a process they will live in and support. I have already identified the committee members. As simple as it seems, I believe a brainstorming session is a good approach to begin this process. Thanks again. Saving Changes...
Jen Jee ChanManaging Director| DotProjects Pte LtdSingapore, Singapore
Hi Stephanie,
Having gone through similar experiences you are facing when I implemented portfolio management in a previous engagement, I would suggest to start small. Work on a portfolio that most of the management team would align to and get immediate buy-in.
The form or structure of the GC is less important but to focus on a real used case to demonstrate the benefits of an aligned portfolio program project strategy for your organisation.
1.9 maturity level tells me that you are likely to have some processes and tools that need further integration and alignment into a complete whole. In this end, while you go through a top-down brainstorming process, a bottoms-up approach done in parallel may help, i.e. synthesize from ground up key processes that work to align to an eventual PMO set-up. Find a way to meet the top-down process at some point.
I subscribe to your idea of a brainstorming exercise but from experience, it has to be a relatively guided and controlled one. Depending on how mature the committee members are in terms of PPP knowledge you will need to guide them through a process to arrive at an agreeable start-point for the portfolio.
Hope this helps and happy to support should you have further queries, cheers. Saving Changes...
Jennifer ChristopherProject Portfolio Manager| Financial InstitutionNewport News, Va, United States
Good Morning Jee Jee Chan,
Thank you for your input as well. This particular paragraph is definitely part of why I requested guidance - " I subscribe to your idea of a brainstorming exercise but from experience, it has to be a relatively guided and controlled one. Depending on how mature the committee members are in terms of PPP knowledge you will need to guide them through a process to arrive at an agreeable start-point for the portfolio.
We do have a lot of processes that my PM team follow and have been trying to get others to adopt and/or see the value. I like your idea about working in parallel to bring both processes together (bottom up/top down). You are correct in your assessment. I have a vision and I know how it SHOULD be set up but getting agreement/understanding at the top is challenging. I need to come up with a list of questions to help them brainstorm what they want the GC to look like. I have a few scripted in my mind. I welcome any ideas on questions to ask to help guide the brainstorming. Thank you. Saving Changes...
If there's no predefined structure in you organisation for dealing with Portfolio management, then you are the architect of the structure for your organisation. Do not focus on maturity level, what everybody else is doing and always asking am I doing the right thing. This sounds like a case of just jumping in the deep end and seeing if you can swim. If you are the expert in your organisation, then your organisation is to be lead through the process and you should not wait and expect them, governance committee to know what to do. This requires a step up in your leadership skills and taking the initiative and the reins. As Stephane Parent said, start with a brain storming exercise and flesh out what is required to get things going. The governance committee will see you management style and how capable a person you are. Each organisation is unique in its structure, dynamics and requirements and the only person aware of this is the person tasked with the job. Best of Luck.
Daire
...
1 reply by Jennifer Christopher
Jan 17, 2020 12:26 PM
Jennifer Christopher
...
Thank you so much Daire for your confidence booster! I have been trying for years to get their ear and I believe I have it now. I want to do a great job leading them through this process. I have seen the writing on the wall for years. We have grown to a point beyond the structure I already have in place. This is another level I want to take them to and yes I am capable. I just want to do it well! I appreciate the encouragement more than you know.
Saving Changes...
Jennifer ChristopherProject Portfolio Manager| Financial InstitutionNewport News, Va, United States
Jan 17, 2020 11:28 AM
Replying to Daire Guiney
...
Dear Jennifer,
If there's no predefined structure in you organisation for dealing with Portfolio management, then you are the architect of the structure for your organisation. Do not focus on maturity level, what everybody else is doing and always asking am I doing the right thing. This sounds like a case of just jumping in the deep end and seeing if you can swim. If you are the expert in your organisation, then your organisation is to be lead through the process and you should not wait and expect them, governance committee to know what to do. This requires a step up in your leadership skills and taking the initiative and the reins. As Stephane Parent said, start with a brain storming exercise and flesh out what is required to get things going. The governance committee will see you management style and how capable a person you are. Each organisation is unique in its structure, dynamics and requirements and the only person aware of this is the person tasked with the job. Best of Luck.
Daire
Thank you so much Daire for your confidence booster! I have been trying for years to get their ear and I believe I have it now. I want to do a great job leading them through this process. I have seen the writing on the wall for years. We have grown to a point beyond the structure I already have in place. This is another level I want to take them to and yes I am capable. I just want to do it well! I appreciate the encouragement more than you know. Saving Changes...
Jen Jee ChanManaging Director| DotProjects Pte LtdSingapore, Singapore
Hi Jennifer,
I would start with the following question - 'What keeps them up at night?'
Quite often I see portfolio's failing to get alignment and support from the top management of the company simply because of the alignment needed between the benefits realisation of the portfolio with that of the senior management team. It sounds like a very high-level, airy fairy question but the crux of a successful portfolio is showing them how delivery of the portfolio clearly addresses their concerns.
The challenge often is that unless the portfolio results in new business, revenue streams i.e. top-line impact, the standard claim that it will result in better efficiencies, productivity and better staff morale, will seldom cut it with the bosses.
I will suggest to quantify as much as u can the portfolio benefits and show how it will impact top / bottom line as my guess is that most of the top management will be moved only by that.
Look at how efficiencies can be quantified by cost reduction per employee.. or earned value add per employee.. if u make a workflow more efficient (say reduce from 10 - 5 steps), it is not enough to conclude it is efficient, you will need to quantify what that means to the bottom dollar.
I know I sound very $$ driven but my view is that this is the reality of most businesses today.. cheers Saving Changes...
