Portfolio Management

ValuePoint

Applying Business Value Delivery Management, Benefit Realisation and Outcome Thinking to organisation strategy, portfolio managment and project execution

Project Portfolio Management

 

We apply a business value driven approach to project portfolio management. This is a new and very different approach from what you will find elsewhere. But as the rest of the TOP methodology, it has been developed based on global studies, practical experience and common sense over the past 2 decades.


We provide you with measurable business value in the form of Desired Business Outcomes and quantified benefits, which enable you in the analysis phase to demonstrate the link to strategic objectives and thus objectively select which projects to invest in.

During the execution of projects it enables you to track and manage your projects via the delivery of business outcomes and benefits much in the same way you track and manage cost.


By working this way you

  • maximize business value
  • get quality data
  • has the input for making better decisions


By identifying and defining a greater number of business benefits on basis of a structured and validated approach


We focus on defining measurable business value and benefits that you can quantify, track and manage.
We use a methodical, structured and validated approach that is business value focused and provides you more of the quality data you need to make better and more informed decisions about what projects to execute in alignment with the overall strategy.


Applying Value Delivery Management to Project Portfolio Management

 

Project Portfolio Management, PPM, is the strategic function that prioritizes which projects and programs to nominate for execution and is responsible for delivering the business strategy.

 

Some organizations align the PPM with a Project Management Office, PMO, role, whereby the PMO is delegated responsibility for handling a share of administrative and management tasks.

 

When the Project Portfolio Management function is not in place or is ineffective, organizations risk:

  • Investing in the wrong projects; for example, projects that don’t support the business strategy
  • Investing in unachievable projects
  • Having poor information and data on the health of current projects
  • Executing projects in the wrong sequence
  • Poor management of scarce or key resources

 

To be effective, the Project Portfolio Management team is made up of key upper management stakeholders who have the authority to exercise and manage the PPM responsibilities. 

 

Using TOP value delivery tools and processes focuses the PPM team on business value and benefits delivery and enables a realistic cost projection analysis.  It provides an apples-to-apples and objective assessment of a project’s net value and its relevance to business strategy. 

 

TOP tools and processes and the outputs they produce play a critical role in operationalizing and executing the following tasks, with emphasis on the delivery of business and strategic value:

 

PPM is responsible for business case management:

 

  • Set the standard for business case development and presentation
  • Validate business case content and projections
  • Objectively assess business case relevance and its contribution to business strategy
  • Assess the organization’s capability to deliver the business case
  • Submit and advise on strategically relevant business cases to the investment board for review and approval

 

PPM is responsible for the current project portfolio:

 

  • Managing an efficient sequence of project deliveries
  • Having a transparent and active engagement with Project Sponsors
  • Objectively assessing each project’s continuing viability
  • Ensuring resource usage is optimized
  • Report and advise on the state of the project portfolio to the investment board
  • Report and advise the investment board on current project risks
  • Report and advise the investment board on projects that are failing to deliver the intended targets
  • Managing and optimizing the ‘rate of change’ in the organization

 

They track and measure project changes and challenge if the project has become non-viable or irrelevant. They commission health checks where necessary or step in to recover in a crisis.

 

TOP processes, tools and models are teachable, learnable and repeatable. We can:

 

  • Advise on implementing a Project Portfolio Management function into your organization
  • Advise on Project Portfolio Management excellence, including responsibilities, governance, and PPM team makeup
  • Advise on Project Portfolio Management performance measures
  • Advise and train on the use of TOP processes to operationalize strategic goals
  • Advise and train on business case development and standardization using TOP tools and processes
  • Advise on the use of effective and transparent reporting towards the investment board
  • Provide related consultancy services
  • Deliver workshops on key PPM roles and responsibilities

 

And if you don’t see what you want, ask us.  We speak your language.

 

 

Value, risk, controls and the related benefits

 

Developing and maintaining strong Project Portfolio Management is the foundation for operationalizing and delivering on strategic initiatives.

 

A primary function of the PPM is to make a positive difference in three key areas:  value maximization, risk reduction, and increased portfolio control. 

 

TOP value delivery tools and processes simplifies the effective management and execution of these three performance areas by establishing a concrete and understandable value driven focus on all levels, realistic cost estimates, and a portfolio overview that is intuitive and logical and built for tracking the progress of all projects.

Value:
Reduce project costs via cost scrutiny and the elimination of overlapping or redundant projects

  • Reduce ‘time’ isssues via one time resolution of common problems and efficient management of key or scarce resources
  • Timely review and recommendation to stop projects which are no longer viable
  • Maximize business value and benefits via ongoing monitoring and tracking at the project level
  • Ensure realistic business cases are created via a detailed business case validation process
  • Increase project relevancy and contributions to strategy via ongoing detailed strategic contribution and portfolio analysis
  • Optimizing the project portfolio via comprehensive portfolio planning and analysis   


Risk:

  • Reduce project risks via risk identification and analysis verification
  • Produce meaningful and reliable project status reporting via detailed status analysis and investigation
  • Reduce portfolio risk via ongoing portfolio risk analysis
  • Minimize ‘unknown’ initiatives by establishing a central inventory of initiatives and projects
  • Increase resource availability via resource and competency planning and management

 

Control:

Consistent reporting via standardized check points and reporting formats

  • Review of project status reporting via project status analsyis and investigation
  • Methodology compliance via standardization of approved methodologies
  • Increased resource utilization and minimizing of resource conflicts via effective resources management and allocation
  • Increased strategic contribution via standardization of strategic contribution tools and reporting
  • Reduced project scope deviations via project scope monitoring
  • Reduced value loss via business case validation and ongoing benefits tracking
  • Improved project planning via comprehensive project oversight and mapping
  • Minimized project failures via active health check monitoring
  • Minimized deployment conflicts via effective cross-project deployment management
  • Minimized project redundancy via planning and sequencing of project deliveries

 

 

Key Performance Areas of Project Portfolio Management

 

Using TOP value delivery tools and processes simplifies each of the performance areas. 

 

The TOP approach operationalizes your strategic goals and creates a logical and trackable cascade of deliveries, whereby project business outcomes and their associated value and benefits are linked directly to the strategic business outcomes that make up the roadmap for delivering the strategic initiative.

 

Key performance areas of Project Portfolio Management:

 

  • Portfolio Management – ensure the integrity of the portfolio; facilitate the delivery of project business value and benefits; facilitate the delivery of the strategic goals

 

  • Capability Development - develop and maintain the capabilities of the organization to successfully use the approved tools and methodologies

 

  • Resource Management - effectively manage resource availability, allocation and conflicts

 

  • Project Support - engage pro-actively with Project Sponsors; monitor project reporting and project viability; monitor project value and benefits delivery; step in when needed for corrective action or in the event of needed crisis management

 

  • Investment Board support - provide validated business cases for review and approval; advise and report on portfolio status and the delivery of the identified business value and benefits; advise and report on portfolio and project risk, including cost issues; recommend closure of projects that are no longer viable; report and advise on the delivery of the strategic goals

 

 

When a portfolio is built and operationalized via TOP’s principled and linked desired business outcomes, it enables:

  • Standardized tracking of the progress of all the portfolio’s projects
  • Efficient and logical planning of resources and deployment schedules
  • Effective and meaningful data driven monitoring of the expected business value and benefits delivery, and the contribution to strategy
  • Effective and focused engagement with Project Sponsors
  • Effective and transparent reporting and meaningful advisory to the investment board

 

TOP value delivery tools and processes are learnable, teachable, repeatable and sustainable. If there is an interest in training, we provide that, and on all levels. It plays into what we do:  transforming project portfolio management into a high performing and integral presence in an organization.

 



ValuePoint


- is passionate about helping organisations get the maximum amount of business value from their business initiatives and project investments.


We specialise in Value Delivery & Benefits Management and alignment of project-, programme- and portfolio management execution with business value focussed corporate strategy definition and execution.

Recent News

Watch

Apr, 2019

A key Danish government agency has decided to include the TOP Value Delivery Management methodology in their new project model.

Watch

May, 2019

A major Nordic financial services organisation has decided to validate the TOP Value Delivery Management methodology on an internal project as last step in the approval process for possible general implementation.

Watch

Oct, 2019

A major Nordic player in the automobile leasing market has decided to validate the TOP Value Delivery Management methodology on a project prior to deciding on making TOP an integral part of their IT project governance structure.

Watch

Dec, 2019

A major Nordic player in the automobile leasing market has decided to make TOP Value Delivery and Benefits Management an integral part of their project governance structure.

Get in Touch


Nathan Kunkel

Email: nk@valuepoint.dk

Phone: (+45) 4023 4314
LinkedIn: 
linkedin.com/in/nathankunkel


Frank Jaffa

Email: fj@valuepoint.dk

Phone: (+45) 4074 1161 

LinkedIn: linkedin.com/in/frankjaffa

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ValuePoint - Græsdammen 23, DK-2840 Holte - CVR 40878556

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