Inside PMO Report \\ Portfolio Management
Beyond Portfolio Reporting
The Challenges and Reality of Portfolio Management
December 2015, London
Early December in London’s Fleet Street and PMO Flashmob – the PMO networking group – hosted the first ‘PMO Managers’ Lunch’.
These events bring together PMO Managers, from a number of different industries, to talk in-depth about a particular PMO topic.
At this lunch, the subject was “Beyond portfolio reporting – the challenges and reality of portfolio management”.
As organisations look to improve on the returns from strategy development and increase maturity in programme and project management delivery capability, portfolio management has increasingly taken centre stage as a business function to support that.
Portfolio management is seen as the ‘glue’ or ‘bridge’ between strategy and strategy execution (delivered by programmes and projects).
The PMO or Portfolio Office is the place where portfolio management practices become a reality for an organisation.
- Portfolio Management is still not understood well enough within organisations
- The PMO has to become more business-focused – more dynamic, strategic and analytical
- Theoretical portfolio management guidance accounts for only 30% of what is implemented
- “Doing the right projects and doing the projects right”, the basics of programme and projects still need attention
- The PMO need skills in relationship management and data analysis – a true combination of hard and soft skills
- The PMO is both an enabler and a disruptor
- Portfolio PMO needs a paradigm shift
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- John McIntyre – Ticketmaster
- Chris Walters – Vodafone
- Brett Dalby – Met Police
- Rachel Cook – Lloyd’s of London
- Jane Cosgrove – DHL
- Lisa Chellar –Equinix
- Stuart Collins – BBC
- Harri Sharples – Deloitte
- Anke Bysouth – CAFOD
- Simon Harwood – IFDS
- Julie Black – Ofgem
- Ken Burrell – Pragmatic PMO
Lindsay Scott Eileen Roden Click Here to download the report!