Inspiration and Leadership
Provide leadership that inspires and motivates stakeholders to work towards the achievement of the strategic objectives. Illustrate how the effective delivery of project portfolio components contributes to the strategic objectives.
Improvement Planning
Practices-Outcomes-Metrics (POM)
Representative POMs are described for Inspiration and Leadership at each level of maturity.
- 1Initial
- Practice
- Rely on staff expertise.
- Outcome
- Staff members with basic leadership skills are assigned to project portfolio management quickly.
- Metric
- Number of staff with project portfolio management leadership skills.
- Practice
- Leverage professional networks and emulate successes.
- Outcome
- Approaches that are known to be good are quickly deployed.
- Metric
- Number of leadership approaches adopted from outside the organization.(Note: Leadership styles may not be suitable for all cultures, organizations, or portfolios.)
- 2Basic
- Practice
- Link major projects and programmes to strategic objectives.
- Outcome
- Project workers understand how their efforts are contributing and how the organization is dependent on them.
- Metric
- Number of projects mapped to strategic objectives.
- Practice
- Motivate employees on project performance and shorter term goals.
- Outcome
- The rewards system is more likely to sustain motivation.
- Metric
- Employee surveys on motivation and satisfaction.
- 3Intermediate
- Practice
- Ensure leadership links project objectives to strategic objectives.
- Outcome
- Sustained effort from staff is forthcoming.
- Metric
- Survey employees to measure commitment and buy-in to strategic objectives.
- Practice
- Promote appreciation of the contributions that individuals and the tasks they perform can make to strategic efforts.
- Outcome
- Project managers maintain a focused effort and frame individual tasks or collections of tasks within the context of strategic goals.
- Metrics
- Number of roles linked to strategic objectives.
- Number of component tasks linked to strategic objectives.
- 4Advanced
- Practice
- Include strategic context and rationale as part of leadership advocacy.
- Outcome
- Powerful reasons are powerful motivators.
- Metric
- Employee surveys — do they understand why objectives are being pursued?
- Practice
- Recognize and reward intermediate step projects for their contributions.
- Outcome
- There is sustained effort from staff over the duration of the portfolio.
- Metric
- Number of projects where the sponsor addressed project wrap-up meetings.
- 5Optimized
- Practice
- Assist employees in their appreciation and understanding of their strategic contributions.
- Outcome
- Employee contribution is recognized and acknowledged.
- Metric
- Number of roles mapped to strategic goals.
- Practice
- Refine communications so they emphasize the positive outcomes.
- Outcome
- Success breeds success and a positive work environment and culture.
- Metric
- Employee and stakeholder satisfaction surveys.