'We're Not Ready for Portfolio Management'
Andy Jordan is President of Roffensian Consulting Inc., an Ontario, Canada-based management consulting firm with a comprehensive project management practice. Andy always appreciates feedback and discussion on the issues raised in his articles and can be reached at andy.jordan@roffensian.com. Andy’s new book Risk Management for Project Driven Organizations is now available.
I’m not sure how it happened, but at some point, there seems to have been an assumption made that portfolio management is up there with rocket science and brain surgery in terms of complexity. I hear a consistent theme from people at all levels of organizations when I speak on the topic: “We’re not ready for portfolio management” or “We need to mature as an organization first.”
I fully appreciate that portfolio management can span virtually all non-operational areas of an organization, and that requires a degree of organizational maturity—but it isn’t an all-or-nothing endeavor. Regardless of the level of maturity of your organization (whatever the heck that means, anyway), there are plenty of opportunities to implement a subset of portfolio management concepts and improve the ability to deliver results.
Portfolio management is not a single enterprise-level process, but rather a series of related approaches joined together by an organizational philosophy of delivering value. As such, I firmly believe that any step an organization takes to improve value delivery through better project delivery can be considered portfolio management.
That’s more than a semantic definition to try and make organizational leaders feel better about themselves; it’s a recognition that end-to-end portfolio management is the result of
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Published at Mon, 23 Oct 2017 04:00:00 +0000
