A portfolio is a collection of projects, programs, sub-portfolios, and other work (communally referred to as portfolio components) in the organisation, or part of the organisation. Portfolio establishment is about setting-up, structuring, and/or optimising an organisations’ ability to manage a portfolio. Portfolio management, then, is about the capability to identify and select new portfolio components, and balancing it with existing portfolio components within the confines of resource constraints, towards achieving the organisation’s strategy.
The most effective method of implementing an organisation’s strategy is through projects, but for organisations that select a suboptimal mix of projects, the consequences are often dire. All organisations that manage multiple projects and/or programs need to be able to perform portfolio management. This is simply because, by definition, a portfolio already exists in the organisation. Being able, therefore, to manage it optimally is crucial to avoid the ineffective use of company resources, including time, money, and human capital, and to reap maximum benefits in fulfilling the company’s strategy.
Organisations with well set-up portfolios have the benefit of knowing that their portfolio components combine to realise benefits in the most optimal manner.
During the initiation stage, information about the organisation is collected. This then informs the portfolio design stage, in which specific requirements are determined about how to establish the portfolio and what it strives to achieve.
The output of this stage not only informs the subsequent stage (i.e., the portfolio identification stage), but also other possible interventions for the client to consider, outside of the scope of portfolio establishment, such as the establishment of a PMO, organisational restructuring, training, etc.
The most effective method of implementing an organisation’s strategy is through projects, but for organisations that select a suboptimal mix of projects, the consequences are often dire. All organisations that manage multiple projects and/or programs need to be able to perform portfolio management. This is simply because, by definition, a portfolio already exists in the organisation. Being able, therefore, to manage it optimally is crucial to avoid the ineffective use of company resources, including time, money, and human capital, and to reap maximum benefits in fulfilling the company’s strategy.
Organisations with well set-up portfolios have the benefit of knowing that their portfolio components combine to realise benefits in the most optimal manner.
During the initiation stage, information about the organisation is collected. This then informs the portfolio design stage, in which specific requirements are determined about how to establish the portfolio and what it strives to achieve.
The output of this stage not only informs the subsequent stage (i.e., the portfolio identification stage), but also other possible interventions for the client to consider, outside of the scope of portfolio establishment, such as the establishment of a PMO, organisational restructuring, training, etc.
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