Some years ago we published the results of a survey on what were the key skills and competencies of a portfolio business analyst. Even then we struggled to find a suitable and commonly used job title for those analysts involved in supporting the development of business cases and benefits management plans. We have come across so many names – business case analyst, benefits analyst…
Five years later and benefits management remains an aspiration rather than a reality in most organisations. Heather van Wyk presented on her experiences in benefits management at the EMEA PMI Congress in Berlin. She relates how, when she quizzed the audience, only a handful of participants felt that businesses were successful in implementing effective benefits processes.
Continue reading “What makes a good benefits analyst?”
With most organisations reporting more projects that they can resource, stopping projects which are addressing yesterday’s problems may be even more important than not starting those projects designed to address today’s.
In a review of 15 client portfolios, the UK project consultancy group, CITI reported that in annual portfolio prioritisation more than one-third of the projects and programmes approved were carried forwarded from previous years, with 20% having survived two annual review processes. The question perhaps to ask is – does this reflect a real need for long-term projects or is it that management decision making around stopping something is just so much harder than approving a project to start?
Significant portfolio management attention has been paid over the last few years to developing improved governance processes around the front-end selection and prioritisation of projects. But portfolio monitoring and control is a much greyer area and often confusion arises between the governance responsibilities at the portfolio and project sponsorship levels.
Continue reading “Culling projects: A critical portfolio process”
Nothing is a waste of time if you use the experience wisely
Identifying lessons learnt is a necessary part of the project process, not only does this information have the capacity to lighten the workload of the project manager, but it also places the company running the project, in a position of increased competitiveness – however, this is only if the knowledge is actually applied. Unfortunately, the reality confronting many project managers is that once boxes have been ticked and projects completed, it is very rare that this information is accessed and utilised in future projects.
Continue reading “The PMO as knowledge broker”
Increasing the pace of delivery of projects takes a lot more than just working faster. For most projects the biggest time-thief is decision-making. It’s not the effort, it’s the elapsed time it takes to appraise the various stakeholders of the issue, get a consensus and then transmit their response to the project. If you really want to increase pace of delivery, then it is the elapsed time-stealers that have to be streamlined… and of these, the most important? Governance.
Continue reading “Want more pace in your projects? Governance is the key”