STANDARD FOR PORTFOLIO MANAGEMENT

STANDARD FOR PORTFOLIO MANAGEMENT

1. Change Life Cycle Framework

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2. Is designed to improve the ability of organizations to successfully manage change

3. Organizational context

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4. Ten Underlying Principles and Practices

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5. Strategy Execution

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     • Information in a chronological fashion
     • High-level strategic direction
   • The selection and authorization of initiatives
     • Strategic initiatives
       • Breakthrough platforms
       • New value creation opportunities
       • New channels
       • New markets
       • New capabilities
       • New business models
       • New products
     • Sustain competitive advantage
     • Benefit value
       • Measure Benefits Realization
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6. Portfolio

   • High-level view
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   • Exists to achieve one or more organizational strategies and objectives
   • The portfolio components are quantifiable
     • They may be measured, ranked, and prioritized.
   • Is a component collection of programs, projects, or operations managed as a group to achieve strategic objectives

7. Identifies portfolio management processes generally recognized as good practices

8. Strategic level

   • Determine whether the selected projects, subportfolios, and programs align with the organization's strategies and realize the expected value for the business
   • Major factors with the people
     • Ability of the people to absorb the change
     • Potential resistance to the change
     • Unintended impacts of the change

9. Formulate Change

   • Understanding of the strategic objectives
     • Strategic goals
       • Lead to change in the organization's people, processes, systems, and technologies
     • Assessment
       • Executive level
       • Operations level
   • Scope of Change
     • Change Impact Assessment
     • Change readiness assessment
     • Agreements for coordination with program management

10. Change Management

11. Strategic Change

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12. Assess Readiness for Change

    • Include the capability for the affected section of the organization to maintain a minimum acceptable level of performance during the change

13. Three Portfolio Management Process Group

    • Defining Process Group, Aligning Process Group and Authorizing and Controlling Process Group
      • Useful when
        • Establishing the initial portfolio
        • Periodically updating the portfolio after it is established
        • A significant breakthrough or new discovery occurs
      • Interactions
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