Strategic Value Contribution Change Management
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.