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Strategic Value Contribution Change Management

B2

Adjust the portfolio to reflect any identified divergence (beyond acceptable margins) from the strategic value contribution expected of project portfolio components.

Improvement Planning

Practices-Outcomes-Metrics (POM)

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.