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2017 December Book Club - The Business of Portfolio Management by Iain Fraser

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Tolitha Lewis Sr. Project Manager| Eli Lilly & Company Fishers, In, United States
Welcome to the December Book Club!

Looking forward to hearing your thoughts about the webinar, comments on the book, and questions for the author (and everyone else, too).

Stay tuned for more to come!!

Tolitha Lewis (PMI Book Club Host and Moderator)
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Iain Fraser Author, Speaker, Independent Director| Jacobite Consulting Wellington, New Zealand
I'm also looking forward to comments and questions being posted here. Also looking forward to the live Q&A session in February!
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Anish Abraham Privacy Program Manager| University of Washington Auburn, Wa, United States
Looking forward to comments and questions, Tolitha.
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Alan Cornish Director of Library Technology Services| University of Oregon Libraries Eugene, Or, United States
I’m about 1/3 of the way through The Business of Portfolio Management. I’m enjoying this read thus far and it’s very thought-provoking.

I’m intrigued by Figure 1-8 (organizational and P3M governance relationships). Are there dangers in applying this approach in an organization that isn't yet synchronized, across levels, in terms of approaches to value management and risk management?

Section 1-8 (The Modern Lean Organization) has some interesting info that I see as related to my question. It seems like there would need to be a period of instruction/coaching and also communication in both directions before the P3M governance approach, across organizational levels, could be properly applied.
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1 reply by Iain Fraser
Jan 03, 2018 5:47 PM
Iain Fraser
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HI Alan,

Really appreciate you taking the time to comment on the book. You raise a very good pint indeed in that the P3M governance function requires a certain level of maturity to exit within the organization. The intent of the diagram is to show an optimal governance structure post-change. This would allow for active governance at the highest levels but also integrated P3M governance at the operational levels, hence the lean comments in section 1-8. The overall intent is to speed-up and simplify the organization. I hope that this adds to your reading enjoyment. Again thanks for engaging. BR, Iain
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Iain Fraser Author, Speaker, Independent Director| Jacobite Consulting Wellington, New Zealand
Dec 24, 2017 4:20 PM
Replying to Alan Cornish
...
I’m about 1/3 of the way through The Business of Portfolio Management. I’m enjoying this read thus far and it’s very thought-provoking.

I’m intrigued by Figure 1-8 (organizational and P3M governance relationships). Are there dangers in applying this approach in an organization that isn't yet synchronized, across levels, in terms of approaches to value management and risk management?

Section 1-8 (The Modern Lean Organization) has some interesting info that I see as related to my question. It seems like there would need to be a period of instruction/coaching and also communication in both directions before the P3M governance approach, across organizational levels, could be properly applied.
HI Alan,

Really appreciate you taking the time to comment on the book. You raise a very good pint indeed in that the P3M governance function requires a certain level of maturity to exit within the organization. The intent of the diagram is to show an optimal governance structure post-change. This would allow for active governance at the highest levels but also integrated P3M governance at the operational levels, hence the lean comments in section 1-8. The overall intent is to speed-up and simplify the organization. I hope that this adds to your reading enjoyment. Again thanks for engaging. BR, Iain

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