Working in silos, where people move in isolation between projects and day-to-day tasks, slows down delivery and therefore time to market. This creates a culture of finger-pointing between IT and Business.
Questions that are not difficult to answer with a good portfolio operation:
Target In an ever-changing market environment, it is essential to modernize the traditional portfolio management process. In the Lean Governance model, continuous customer feedback during the development process allows for phased implementation and funding. A modern Portfolio Management process enables value-based prioritization, MMP (Minimum Marketable Product)-based resource planning, and transparent portfolio tracking.
To ensure that the rollout goes as smoothly as possible, it is important to focus during the preparatory phase on training the organization, supporting managers, and carrying out the operational tasks necessary to get started. Modular design allows the elements of Portfolio Management to be introduced as quickly as possible, with immediate results. Actions and changes requiring more effort/longer lead times will be implemented along the lines of a jointly developed implementation plan.
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Our main methods and tools Transforming Portfolio Management from a supporting, controlling, possibly managing, and implementing role. The value-added services area has a major role to play in deepening the planning and preparation, and developing value-driven prioritization, as this is how the business problem is developed in sufficient depth.
The right portfolio management can shape the mindset of colleagues and improve key business metrics such as profitability, customer experience, speed, and flexibility.