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Innovation in Portfolio, Program, and Project Management

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arlene trimble Assistant IT Director| Local Government Alamo, Ca, United States
Being agile and innovative are definitely trending in portfolio, program, and project management. How did you inject the spirit of innovation in managing your project portfolios, programs, or projects? Any Challenges? How did you resolve these challenges? What was the end result?
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Steven Zachary Director| Alberta Health Services Calgary, Alberta, Canada
I know it's overused, but it really is essential you have champions at the portfolio, program and project management levels. Each level has it's own political challenges and each organization is different.

Innovation is a buzz-word, and so repackaging it is essential for buy in. At the portfolio level drive to the strategy of the overall business. At the program and project levels, look at the stakeholders, products, consumers and try to speak in their language.

In most of my work at the portfolio level, the idea has been being nimble to adapt to business change. Agile is definitely nimble, but the challenge is always HOW nimble. Going full agile is impractical for any company, and trade-off's have to be made to fit the unique circumstances.
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1 reply by arlene trimble
Jan 04, 2016 11:36 AM
arlene trimble
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Thank you for replying promptly Steven. I agree that champions especially executive champions are needed in portfolio management and of course stakeholder support.
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arlene trimble Assistant IT Director| Local Government Alamo, Ca, United States
Dec 30, 2015 1:58 AM
Replying to Steven Zachary
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I know it's overused, but it really is essential you have champions at the portfolio, program and project management levels. Each level has it's own political challenges and each organization is different.

Innovation is a buzz-word, and so repackaging it is essential for buy in. At the portfolio level drive to the strategy of the overall business. At the program and project levels, look at the stakeholders, products, consumers and try to speak in their language.

In most of my work at the portfolio level, the idea has been being nimble to adapt to business change. Agile is definitely nimble, but the challenge is always HOW nimble. Going full agile is impractical for any company, and trade-off's have to be made to fit the unique circumstances.
Thank you for replying promptly Steven. I agree that champions especially executive champions are needed in portfolio management and of course stakeholder support.
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Kiran Kumar Transformation Management Office Viernheim, Germany
Nice response Steven, what I have seen recently is the culture of 'Innovation' being bought into Portfolio Management/ Program and Project. Based on a recent study that we conducted with few organization, what came about is that Portfolio management (and the rest) cannot have too much innovation. There is a point until which you can innovate and that too based on existing frameworks. If you go beyond innovating too much then there are cases where it was found to be non-productive

Also it is fad now-a-days to create new methodologies and framework. Look at Agile, there are so many variations, similarly in usage of Lean six-sigma. So how far do you want to go innovating is how much time and budget you have before the management losses interest in what we do
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Sergio Luis Conte Helping to create solutions for everyone| Worldwide based Organizations Buenos Aires, Argentina
The key is to understand what agile means and what innovation means. This is the big problem. If you ask then you will find that what people understand is not really agile or innovation.
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Kevin Coleman Subject Matter Expert, Author, Speaker and Strategic Advisor| - Insights Pa, United States
Being agile and innovative is essential for survival!

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