My Professional Services

It goes without saying…

…or perhaps it should,
that the highest ethical standards will always underpin my professional life. I hope that this is important to you – it is to me.

 

Project Portfolio Management

  • Transparency and Visibility

    Transparency is not only about making information available, it is about providing trustworthy information that can will support effective decision making.

  • Prioritization and Selection

    Project Portfolio Management covers both doing things right and doing the right things. Portfolio Prioritization and Selection is concerned with ensuring that the projects that are being delivered are the right ones for the future of the organization.

  • Capability Development

    One of the essential aspects of effective portfolio leadership is the ability to identify those basic elements that need to be established and introduce them in a way that the organization can accept. All of the capabilities outlined on this page are candidates for introduction. However, often, the essentials of Risk Management, Staffing commitment estimation, project planning (or release planning), budget management, and Governance need to be introduced.

  • Simplification and Alignment

    Aligning approaches across the organization, does not need to force only one approach being used. However, a standard set of tools to enable multiple different project types, across both Agile and Waterfall are still possible. this can be achieved in concert with simplification, so that Project Managers, Scrum Masters, Program Managers and Portfolio Managers have the flexibility needed to be effective.

Program Management

Programs are usually larger and more complex than projects. They can be made up of multiple projects, or they can be multiple work streams within the program. They are similar to projects in that programs have a finite duration, are temporary organizations and should achieve a specific set of business outcomes. A key difference, at least traditionally, was that projects were specified in terms of scope, resource, objectives, and how the objectives are to be achieved. Often, a program does not have all of this set from the beginning and the program manager will need to figure out *how* the objectives will be achieved and *what* (in terms of resource) will be needed to achieve it. This may mean that scope and available resource will need to change in order to achieve the stated objectives.

  • Scope

    Likely to change during the program – scope of activity can vary in order to achieve the business outcome.

  • Staffing / Resourcing

    Many programs start with an estimate of the resource needed, but usually this needs to be changed during the program.

  • Budget

    Similar to resourcing, the likelihood is that an approximate budget will have been allocated as part of the business case and approval, but the spefic budget will change during the life of the program.

  • Timeline

    The overall timeline will have been identified, during approval, but the schedule and actual delivery plan will need to be developed during the program.