Danica Michaela MancaoProject Portfolio Management Specialist| Aboitiz Power CorporationLey, Philippines
What should be the timing and frequency of review and planning of the Project Portfolio RoadMap? Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
It will depend on your defined portfolio management process. Let me write about my personal experience trying to add some information that works for me. In my actual work place we are in the first steps to use SAFe (we are using it but gradually). SAFe uses the Lean Portfolio Management model, which is not an "invention" of SAFe. I am using Lean Portfolio Management from long time ago and in my personal experience it works no matters the way you run programs and projects. Today in the PMI you will find Al Shalloway in DA Group. Al created the most useful works I read and use about value stream management. So, take a look to Lean Porfolio Management and Al Shalloway work on value streams. Saving Changes...
It really depends on the context the company operates in. For some, annual is sufficient as the pace of change is very low whereas for others, monthly might make sense given how fast things are changing in their environment.
A lot also depends on the nature and mix of projects/programs in their portfolio.
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Hi Danica,
I chime in to the chorus that it depends.
If your organization and its environment are sufficiently stable, you might be able to do the portfolio planning on an annual base, mostly along with or as input to financial planning. Many companies still do this.
If you experience a good amount of changes like new initiatives coming in, priorities changing, resource shifts, market changes then the annual plan will not reflect reality soon. I have seen team morale go down very quickly in these cases, which then adds to resource shifts and changing priorities.
In this case, you might want to do portfolio planning every 6 months or quarter. The planning process itself is not effortless, so you have to balance the frequency with the cost of planning.
Another strategy is to establish a hierarchy of portfolio planning (e.g. organization - business unit - delivery unit) and have different frequencies per level.
If your value delivery scheme is flexible enough and your processes for planning and tracking are automated, you could come down to a real time portfolio.
Hope this helps.
Thomas Saving Changes...
Danica Michaela MancaoProject Portfolio Management Specialist| Aboitiz Power CorporationLey, Philippines
Thank you all so much for your valuable insights! Saving Changes...
Product Operations Program ManagerBarcelona, Cataluña, Spain
Hi Danica,
An answer that is correct 99% of the times - it depends - holds also true in this case. But what does it depend on? For example:
- Organizational culture. - Business/market environment. - Environmental factors (always a good practive to perform a PESTLE analysis every now and then - Political, Economic, Social, Technical, Environmental, and Legal). - Portfolio manager! - After a M&A. - After (company/portfolio) upsizing or downsizing. - Etc. Saving Changes...
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