As I already mentioned in Italy Rome PMI EMEA Congress 2017 Day 2:
PMI.org defined this session as: In the last years, project management shifted from being a differentiator to a minimum requirement in project-driven companies or departments; however, upper management continues to seek a holistic and unified view of the business. Take steps towards having a portfolio perspective in today’s complex workplace that includes global projects being implemented with multicultural blended teams from around the world by learning about the “complete chain”—from idea generation to benefits measurement.
Alexandre Magno Rezende proposed us to learn 2 main things:
- how to implement a Global Portfolio Framework by sharing the integrative approach applied and how challenges were mastered
- how to differentiate best practices from challenges faced while designing and rolling out a global portfolio strategy in 5 continents.
Beside the fact that I am biased as Alexandre is a friend, I must say that his end-to-end view to implement not only a PM practice but a Global Portfolio Framework has been really well explained.
His sense of humour and the deep knowledge he displays keep us focused on the overall story and help us better understand the thought process. Nothing too heavy from a theory perspective i.e. no repetition from the other sessions which is always a plus and we can feel it is real experience that is being shared.
The transformation depicted in the session was detailed step by step including practical recommendation e.g. face-to-face workshop to cristallise the inventory of current artefacts. Same for the explanation about the maturity model and the journey.
Nevertheless I need to critically assess this presentation as I think we have missing pieces to achieve both above mentioned objectives:
- Good idea to present Hella which indeed is a known brand but maybe not all were aware of the extent of what they deliver…
- The basics are being covered in terms of process standardization, continuous improvement, diversity and portfolio management but i was specifically happy to read about the voice of the customer being part of the spectrum as well.
- Change and Communication: indeed an important topic and having created a global diverse network to truly represent the company is indeed a plus BUT this item really deserved a better detailed story telling as it is major step forward and key to implement anything else.
- I was surprised to hear Tools consolidation coming in second… for me tools can be standardized if and only if the processes are firstly standardized so that implementation of the consolidated toolbox is most relevant and cheaper.
- In terms of competence management, I think that this bit is really too shallow as I would have liked to hear more about skill pool management, detailed competences to achieve the right level per type of role with clear criteria to move from one level of seniority to the next one. So an HRE/HRM angle at this would help a lot to get a better view and link all the components to each other.
All in all the story makes sense and also comes together with what Alexander already mentioned in London with: My comments about the “Implementing a Common Project Management Strategy in 50 Very Different Countries” from the 2015 PMI conference in London. It looks like he moved to a more mature company in terms of portfolio management and took the opportunity to move to the next level…
I would suggest you contact him to get hold of his presentations to make up your mind but sure that you will agree with me.
Job well done! Looking forward to listening to the next one!!!
Categories: Project Management