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”
If you’re working in a structured project environment with a project office, the chances are that you are using a right-size governance approach.
What does that mean? Essentially, the level of management attention and oversight varies appropriately, depending upon the characteristics of the project, such as size and complexity, or the level and significance of the impact of the project on the organisation.
Continue reading “From right-size governance to agile governance”