A Solution to Project Portfolio Management
January 14, 2020

The last decade especially saw an avalanche of right-sizing, reorganization, and restructuring resulting from ongoing mergers and acquisitions in a broad variety of industries. Sometimes change was implemented solely in efforts to maintain financial survival rather than an attempt at growth through acquisition. Couple that with current advances now in AI and the ongoing digitization of existing processes, and you have a carnival of choices now unfolding to the workforce who are challenged with just keeping up with their day to day duties.

One of the outcomes we at Audere Partners see as a result of this constant accelerating change in organizations is an extraordinary amount of new initiatives and projects added to teams already burdened with excessive workloads. What occurs is project after project being added to internal teams who are already consumed with an absence of available hours in the workday. 

A CEO recently lamented that the integration of a recent acquisition took over a year to complete by his people. He had anticipated and scheduled it for completion in three months; however, what he’d likely failed to understand was his people’s existing workload after recent downsizing within the parent organization. Internal project management efforts of the acquisition integration were likely weak at best as a result of people’s existing workloads in their day jobs.

Audere Partners has designed an approach that yields results through a combination of evaluation and chartering of existing projects, road mapping by type, and prioritizing for effective program management. We ensure our client’s teams are the owners of the Project Implementation Management effort, thus ensuring sustainability going forward.

Another Vice President had us look at their existing portfolio of over 400 initiatives and projects after a recent sizeable acquisition and merger. Her teams had quantified and categorized by importance the priority of each undertaking and reduced the number. However, what resulted is what we see often. A stall or quagmire of what action to take next, resulting in no action, lack of measurement, and absence of overall implementation, assignment, and follow up. 

Our dynamic decision and management process allows for existing project portfolios, whether in the areas of, for example, process improvements, engineering, operations, IT, or integration of functions to be accelerated or deprioritized as need be thus allowing for better utilization and relocation of resources to critical need projects. 

The need for a portfolio roadmap implementation occurs typically when project implementation is taking too long, too many substandard projects are in the portfolio, reviews yield little to no substance, and projects are random at best. Few are progressing on time or target.

As a first step, one needs to establish implementation requirements or what projects will be judged against. Next, a weighting of values and importance, in other words, what value does requirements have in the critical path and implementation model. Establishment of an execution roadmap and implementation schedule and, ultimately, leadership review.

Simple yet not easy. Audere Partners can provide guidance, direction, and experience in portfolio management for your teams to flourish. Actual implementation. No reports.

Coming together is a beginning. Keeping together is progress. Working together is success.

  Henry Ford

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