Project Management

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Portfolio management - Picking up the pieces of a huge mess

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Jonathan Doyle PM Consultant| Adduco Consultancy Ltd London, United Kingdom
Has anyone been in a situation where they have been given the opportunity to take over a portfolio of work within their company for a client. In the portfolio some initiatives are projects and some are technically not projects but are called so anyway. There are no other project managers involved as the 'projects' were managed by account managers. Therefore, you have been parachuted in to: Give structure to the portfolio in order to give the client confidence everything is under control, create effective reporting to give them maximum visibility of progress. The first few things that I can think of are going through the list of all 'projects' identifying which ones are truly projects and which ones are ad-hoc tasks, which out of all the projects are the top 5 priority for the client and then also establishing how to manage all the projects from a high level perspective while having to rely on account managers to help manage the projects. Ideas and thoughts are welcome
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Sergio Luis Conte Helping to create solutions for everyone| Worldwide based Organizations Buenos Aires, Argentina
This is an "ancient" situation that people who worked on companies that sell something faced all time. I was the professional services (consulting, presales, tech support, education) for Latin America inside a hugh software services related company. Because you describe I was direcly involved into a company transformation where three main "pilars" were involved into each proposal: finance, sale, professional services. A professional service representative worked with the sale representative in all related to demmand management and proposal management. In brief, that solved the issue.
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1 reply by Jonathan Doyle
Apr 30, 2017 6:02 PM
Jonathan Doyle
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Thanks for your response Sergio. I think that the challenge i will have is that i will have to look around me and use what i have: not more additional resource allowed. This means that I will have to convince Account Managers that they have to act like Project Managers in order to apply structure and coherant reporting.
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Jonathan Doyle PM Consultant| Adduco Consultancy Ltd London, United Kingdom
Apr 30, 2017 5:52 AM
Replying to Sergio Luis Conte
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This is an "ancient" situation that people who worked on companies that sell something faced all time. I was the professional services (consulting, presales, tech support, education) for Latin America inside a hugh software services related company. Because you describe I was direcly involved into a company transformation where three main "pilars" were involved into each proposal: finance, sale, professional services. A professional service representative worked with the sale representative in all related to demmand management and proposal management. In brief, that solved the issue.
Thanks for your response Sergio. I think that the challenge i will have is that i will have to look around me and use what i have: not more additional resource allowed. This means that I will have to convince Account Managers that they have to act like Project Managers in order to apply structure and coherant reporting.
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1 reply by Eric Simms
Apr 30, 2017 7:21 PM
Eric Simms
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How many Account Managers are you overseeing? Do any of them have the ability and/or willingness to serve as PMs in some capacity? If so, you might be able to leverage them to help manage the other Account Managers to some degree. Any assistance they could provide would help you get things under control sooner.
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Drew Craig Sr. Agile & Product Coach| Vanguard Philadelphia, Pa, United States
You seem to be on the right track. Identify and analyze what is currently in the queue, keep/move as needed based on pre-determined criteria, re-prioritize, determine KPI's for reporting, determine processes and procedures for project management moving forward.
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1 reply by Jonathan Doyle
May 01, 2017 5:18 PM
Jonathan Doyle
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Thanks Andrew!
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Eric Simms Senior Program Manager Baltimore, Maryland, United States
Apr 30, 2017 6:02 PM
Replying to Jonathan Doyle
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Thanks for your response Sergio. I think that the challenge i will have is that i will have to look around me and use what i have: not more additional resource allowed. This means that I will have to convince Account Managers that they have to act like Project Managers in order to apply structure and coherant reporting.
How many Account Managers are you overseeing? Do any of them have the ability and/or willingness to serve as PMs in some capacity? If so, you might be able to leverage them to help manage the other Account Managers to some degree. Any assistance they could provide would help you get things under control sooner.
...
1 reply by Jonathan Doyle
May 01, 2017 5:25 PM
Jonathan Doyle
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Hey Eric, I totally agree with you. There are 2 account managers involved who I must try and convince that they need to think a bit more like project managers. A lack of structure is what has got us to this point so instilling that will be my first task. To Sergio’s point understanding internal stakeholder’s pains i.e. the account managers is also a point for consideration
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Sergio Luis Conte Helping to create solutions for everyone| Worldwide based Organizations Buenos Aires, Argentina
Jonathan, to convince somebody to do something you have to act taking into account her/his objectives. Is like Newton Laws of Unversal Movement: to change something you have to put an action in place and you will receive a reaction. In my personal experience forget about to convince sales people to do what you stated. Is a complain? Not at all. Their focus is quit different than our focus. But I was trained into some sales methods that helped me. Take a look to "Solution Selling" or "SPINT Selling" selling method. It could help you. Is a method to work on each person "pain".
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1 reply by Jonathan Doyle
May 01, 2017 5:27 PM
Jonathan Doyle
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Sergio, understanding the internal stakeholders (sales team) pains is also a good point. However, I am not sure how much time i have to collect that type of information as they are all in seperate locations, a questionnaire perhaps or a video conference session might suffice?
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Jonathan Doyle PM Consultant| Adduco Consultancy Ltd London, United Kingdom
Apr 30, 2017 6:32 PM
Replying to Drew Craig
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You seem to be on the right track. Identify and analyze what is currently in the queue, keep/move as needed based on pre-determined criteria, re-prioritize, determine KPI's for reporting, determine processes and procedures for project management moving forward.
Thanks Andrew!
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Jonathan Doyle PM Consultant| Adduco Consultancy Ltd London, United Kingdom
Apr 30, 2017 7:21 PM
Replying to Eric Simms
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How many Account Managers are you overseeing? Do any of them have the ability and/or willingness to serve as PMs in some capacity? If so, you might be able to leverage them to help manage the other Account Managers to some degree. Any assistance they could provide would help you get things under control sooner.
Hey Eric, I totally agree with you. There are 2 account managers involved who I must try and convince that they need to think a bit more like project managers. A lack of structure is what has got us to this point so instilling that will be my first task. To Sergio’s point understanding internal stakeholder’s pains i.e. the account managers is also a point for consideration
avatar
Jonathan Doyle PM Consultant| Adduco Consultancy Ltd London, United Kingdom
May 01, 2017 7:37 AM
Replying to Sergio Luis Conte
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Jonathan, to convince somebody to do something you have to act taking into account her/his objectives. Is like Newton Laws of Unversal Movement: to change something you have to put an action in place and you will receive a reaction. In my personal experience forget about to convince sales people to do what you stated. Is a complain? Not at all. Their focus is quit different than our focus. But I was trained into some sales methods that helped me. Take a look to "Solution Selling" or "SPINT Selling" selling method. It could help you. Is a method to work on each person "pain".
Sergio, understanding the internal stakeholders (sales team) pains is also a good point. However, I am not sure how much time i have to collect that type of information as they are all in seperate locations, a questionnaire perhaps or a video conference session might suffice?
...
1 reply by Sergio Luis Conte
May 01, 2017 6:39 PM
Sergio Luis Conte
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tae a look to the method first. Is not just to eicit pains
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Sergio Luis Conte Helping to create solutions for everyone| Worldwide based Organizations Buenos Aires, Argentina
May 01, 2017 5:27 PM
Replying to Jonathan Doyle
...
Sergio, understanding the internal stakeholders (sales team) pains is also a good point. However, I am not sure how much time i have to collect that type of information as they are all in seperate locations, a questionnaire perhaps or a video conference session might suffice?
tae a look to the method first. Is not just to eicit pains

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