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Representative POMs are described for Strategic Value Contribution Change Management at each level of maturity.

1Initial

• Practice

  Rely on staff expertise.

  Outcome

  Staff expertise is authorized and deployed quickly to manage contribution changes.

  Metric

  Number of adapted methods for managing value contribution changes.

• Practice

  Leverage professional networks and emulate successes.

  Outcome

  Approaches that are known to be effective in managing value contribution changes can be put in place quickly.

  Metric

  Number of staff experienced in managing value contribution changes.

2Basic

• Practice

  Communicate any changes in the expected value of any strategic objectives.

  Outcome

  Raised awareness of changes or pending changes improves agility and responsiveness.

  Metric

  Number of changes to strategic value propositions.

• Practice

  Analyse the impact or potential impact of changes in the expected value from strategic objectives.

  Outcome

  The portfolio is focused on the delivery of strategic value and will adjust and reprioritize to maximize value delivery.

  Metric

  % of change notifications that warrant a portfolio prioritization re-evaluation.

3Intermediate

• Practice

  Monitor project portfolio component costs and benefits.

  Outcome

  Projects with excessive cost overruns (i.e. large in relation to potential benefits) are re-assessed and reprioritized or cancelled as appropriate.

  Metric

  Number of project portfolio components where costs and acquired benefits are available.

• Practice

  Update portfolio representations in tools and records to reflect value or cost changes.

  Outcome

  Prioritization remains focused on value delivery based on the most accurate information available.

  Metric

  Number of outstanding changes to be encoded.

4Advanced

• Practice

  Keep stakeholders apprised of portfolio changes.

  Outcome

  Change resistance is reduced when people understand why change is necessary.

  Metric

  Number of changes to be communicated.

• Practice

  Foster and enable a portfolio learning culture that extends to programme and project levels.

  Outcome

  Providing time, resources and tools to support a Project Management Information System (PMIS) enables learning at individual, team and organization levels for project, programme and project portfolio management areas.

  Metric

  Number of employees with access to the PMIS.

5Optimized

• Practice

  Execute a programme of continuous improvement for strategic value change management that leverages lessons learned and emerging research concepts.

  Outcome

  Excellent practices are used for strategic value change management.

  Metric

  Number of strategic value change management innovations.

• Practice

  Invest in ongoing education (to doctoral level) in strategic value change management and research access.

  Outcome

  Staff have an opportunity to acquire and be aware of the best concepts and practices for strategic value change management.

  Metric

  The number of staff at doctoral level in PPM.The number of innovations in strategic value change management.