IVI Framework Viewer

Inspiration and Leadership

B3

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.