PMO

The portfolio is about optimisation. Identifying the right mix of work that can be achieved within the multiple constraints of the business. For example; skill, capacity, risk, budget, distribution across business units, horizons, etc.

We utilise methods such as Real Options, Genetic Algorithms, Latin Hypercube modelling, concordance testing, and weighted priority models. Enterprise portfolios using objective modelling will bring fairness and balance to the holistic approach which satisfies executive intent. 

Lean portfolio management techniques (LPM) will save in excess of 10% of your current portfolio spend, or achieve a better value outcome for lower risk for the same expenditure. An emerging practice is participatory budgeting to make better use of all available funds.

The programme is about benefit delivery and outcome-based value realisation. Grouping projects (or product features) for synergistic benefit, managing dependencies of value chains, and orchestrating many projects and activities to release value in harmony.

In a similar way to how traditional programmes utilise tranches of work to buffer unexpected situations from the remaining work, an agile programme concept exists to hone the importance of predictability of delivery against program time-boxes which drives up the effectiveness of the inter-connected work delivered.

We promote PMO establishment and maturity, programme methods, and the links between change and release management. This extends to assisting businesses with enterprise project tools and providing specialist roles to schedule and scale the delivery of transformational works in IT and business disciplines.

The project is about the delivery of output by people in a time and cost domain. Hence there is a need for the management of projects to account for effort and expense with a true capital understanding, and a high emotional intelligence whether it is the work or the teams that are funded.

We can train yours or provide good managers who understand traditional and agile delivery and the nuances of product over project investment, This extends to agile accounting - focussing on value over cost. We can coach and train (including formal accredited training) the business, management, and project community on their responsibilities in a project or product arena. 

Governing the co-existence of Agile and non-agile projects from a PMO perspective is a current hot topic as it is immediately encountered at the start of a transformation when your PMO know the least about agile ways. Good advice at this time can save literally 10% of your capital investment plan and accelerate your business transformation while minimising the impact of change concerns from people involved in ongoing activity.

Agile thinking has us focus on the Products and Services produced by a project rather than the project process itself. It is natural to think of a product as a set of features so it marries well with Agile delivery.