Portfolio Management SIG 1st Oct 2013 intro and workshop
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This document discusses an upcoming portfolio management special interest group event and outlines plans to promote portfolio management. 1) The event will focus on how organizations in different sectors introduce, operate, and ensure long-term success of portfolio and benefits management. Attendees will discuss challenges, solutions, and lessons learned. 2) After a presentation, participants will identify in small groups the key factors and barriers to gaining executive support for portfolio management initiatives using post-it notes. They will analyze experiences and relate them to portfolio management principles. 3) Outputs from the event will inform future SIG activities like a joint portfolio and benefits management conference in March 2014 on sustaining success. The committee will also review the SIG's strategy and
Portfolio Management SIG 1st Oct 2013 intro and workshop
- 1. Portfolio Management SIG Portfolio management - how do I even get this on the executive agenda? 1 October 2013 1
- 2. The Focus Tonight Alan Dinsdale An “In Progress” example of PfM developing at the MoD Break-Out Session Your chance to highlight key factors in getting PfM recognised at exec level 2
- 3. Context for this Event APM 2020 Vision (A world in which All Projects Succeed) SIG Strategy (as published on website 20/5/13) 1. 2. 3. 4. 5. Today’s event supports these Developing New Knowledge.(*) Disseminating Knowledge. (*) Closer working with APM SIG Steering Group and other APM management. Engaging the CxO community. Getting the SIG members to be more involved. (*) Delivering the Strategy 1. 2. 3. 4. 5. Creating knowledge input on PfM ideas, challenges, solutions Blogs, Forums, LinkedIn, on-line Papers, Analysis, Case Studies etc Working with other SIGs where opportunities arise (Governance & Risk) CxO project underway (pan-SIG request) – APM research of senior executives Continuing to seek fresh input, support for activities and new ideas 3
- 4. Context for this Event Portfolio Management & Benefits Management Conference (6 Mch, 2014) “Sustaining an environment for success”. • • • • • • Insights into various organisation’s (public & private sector) approach to PfM/BM How each is introducing/operating PfM and BM An overview of the environment required to ensure sustainable success Up to 6 presentations focussed on 3 key topics: • Creating initial building blocks (incl. exec/senior stakeholder engagement) • Embedding into the organisation • Sustaining for long term success Break-out sessions to capture and debate input from delegates Panel session and concluding summary Aspects to be covered: the organisational and political context, original ‘current state’, outline of problem(s) being tackled and ‘blockers’ overcome, a picture of the future target state, benefits expected/realised, current progress, and key lessons so far. We are looking for a good mix of relevant speakers – can you help? 4
- 5. Workshop – Instructions (1) What are the main factors that have played a part in getting portfolio management identified, understood, prioritised and accepted as a change initiative (project or programme!), in total/part, by senior executives. Identify any supporting factors or barriers that have been encountered. Input should come from your own experiences and maybe stimulated by those of the speaker today. You will be in small groups and may wish to co-ordinate views Views should be set out in no more than 6 words on a post-it, using green for supporting (positive) factors and orange for barriers (negative). One matrix will be provided for each group. The following questions have been set out in the left-hand vertical margin, representing some of the issues you may have faced: – – – – – What are the triggers? Was there a straw that broke the camel’s back? Evolution or revolution? Maybe that depends on whether there is an Energised Change Culture? Who should sponsor it? Where is the optimum level? Does it matter? Go straight to the top boss or work through the middle management layer? Good ideas for the outline business case? What tends to make a difference? Can you use the phrase ‘portfolio management’? What treacle might you have to wade through on the way? How to avoid the treacle? Are you getting actual 5 support, support in name only, ambivalence or resistance – and why?
- 6. Workshop – Instructions (2) Please place your answer(s) against the most relevant portfolio management principle, which are taken from MoP, making cross-refs if needed: – – – – – Senior Management Commitment Alignment with Governance Framework Alignment with Strategic Objectives Use of a Portfolio Office Energised Change Culture For example, do most triggers involve a degree of weakness in Strategic Alignment; if so, does this also prove to be a very difficult area to tackle? Is there general antipathy towards change or is good change embraced and collaborated upon (Energised Change Culture). Is there a general view that a PMO is a waste of space and gives / can give no value? 6
- 7. Going Forward Today’s Outputs Build into future activities (event planning, blogs etc) Publish analysis – compare to previous survey results etc Joint PfM and Benefits Management Conference Date - 6th March 2014 Theme - “Creating and sustaining an environment for success”. Speakers being sought across sectors SIG 2014-15 Business Plan Committee reviewing Strategy & Plans Welcome ideas from members To complete end of October “Your SIG Needs You” 7
Editor's Notes
- #2: Good morning “Building Org. Capability” Presentation Focus Introduce self! Necessary for PfM too Benefits Delivery will be enhanced if Portfolio-Led Optimise achievement of an organisation’s Strategic Objectives
- #3: Established 2010 Cttee from many sectors Broaden understanding of PfM c. 600 APM Members Looking for new faces – AGM 14 June Members – supporting needs (e.g. Per Survey) External - communicating to all business sectors at executive level
- #4: Good morning “Building Org. Capability” Presentation Focus Introduce self! Necessary for PfM too Benefits Delivery will be enhanced if Portfolio-Led Optimise achievement of an organisation’s Strategic Objectives Developing New Knowledge. Maximise the impact of knowledge collateral created. E.g.: Focus on developing web assets rather than CPD events and “Learning Points Papers”, themed around a specific topic. Disseminating Knowledge. Increase PfM uptake/dissemination and lend credibility to publications. Develop credentials and facilitate external involvement in PfM SIG topics via Linked In and other web means. Closer working with APM SIG Steering Group and other management. Closer engagement and working between committee members and the APM, leveraging experience and penetration of other SIG groups. Engaging the CxO community. Contribute to a cross-SIG working group targeting CxOs. Getting the SIG members to be more involved. Ensuring more SIG members get involved with the committee – to support activities and spread interest.