A portfolio management approach to business change is required to ensure that organizations prioritize and invest in the changes that contribute most to the strategy. It provides an overview of all change activities including what is in the portfolio, what it is costing, what risks are faced, what progress is being made, and what the impact is on business as usual and the organization’s strategic objectives. Not only Business as Usual prioritization, Management of Portfolio means to effectively decide to invest in the change initiatives that will contribute to deliver strategic objectives.

TITLE: 100 Days to Implement Management of Portfolios

ABOUT THE ARTICLE: "At the Office for National Statistics (ONS) we collect, analyse and publish important statistics such as population, inflation and gross domestic product. This information is used to inform decisions that affect your life and the lives of everyone in the UK. We were aware that some studies indicated a timescale of 12–18 months to implement portfolio management. However, we decided to embark on a 100-day, high-energy approach to implementing the Cabinet Office’s best-practice standard Management of Portfolios (MoP). During the implementation we derived considerable value from enhanced executive portfolio-level information, portfolio prioritization, consistent portfolio investment appraisals and project sequencing. All of this led to a greater understanding of the portfolio delivery landscape and the ability to make more confident investment decisions with an overall increase in collaborative working and organizational energy". This is how Glen Watson, General Director of the Office for National Statistics explains the decision of implementing MoP.

This Case Study follows the steps of the Portfolio implementation highlighting the key phases of this 100 days project: in the terms of the ONS, the path was to "understand where we are" to define "where we want to go": this includes the analysis of the current situation, the definition of the so called "portfolio cycle", "portfolio plan" and "portfolio office". To summarize, at the end of the paper are indicated 8 top tips (in no particular order) which are the things ONS found critically important when implementing portfolio management within 100 days.

ABOUT THE AUTHOR: Craig Kilford worked with the Office for National Statistics as Interim Deputy Director of Portfolio Management. As one of the world’s leading portfolio management subject matter experts he is a regular motivational conference speaker, co-author of the Cabinet Office’s Management of Portfolios and author of "Think P3O." Craig blogs regularly at www.MrPortfolioManagement.com where additional information about this case study is available.

TO READ AND DOWNLOAD THE FULL ARTICLE: simply follow this link!

Programmes  are more than just just "bigger projects" and project and programme managers still truglle to bring awareness on this aspect of Programme Management. Programmes exist in the tension zone between:

• the strategic direction of the organization,
• the delivery of change capability by projects,
• the need to maintain business performance and stability while realizing and exploiting the benefits from the investments.

A new article in our download section can help you understand more. TITLE: Programme Management: a Basic Overview ABOUT THE ARTICLE: A programme can be triggered in a number of ways; each will require different focus and intensity of resources and control. This white-paper explains the different types of Programmes, and hot to manage them to ensure the realization of business objectives.

• Vision-led programmes that start with a clearly defined vision, have a top-down approach, and focus on strategic or innovative opportunity with radical transformation of business, culture or both.
• Emergent programmes evolve from current uncoordinated initiatives, where there is recognition of the value of a joinedup approach with an emergent vision and end goal.
• Compliance programmes can also be called ‘must do’ programmes. The organization has no choice but to change; for example, because of market forces or the potential negative impact of not changing.

The biggest difference with Project Management? Unlike project management, which thrives on certainty, programme management recognizes and exploits the ambiguity. This is why is important to use a structured and well tested approach to Programme Management. Programme Management and the Transformational Flow Transformational flow is the term used to describe the lifecycle of the programme. ‘Flow’ reflects the evolving nature of the journey the programme takes and the adjustments that will need to be made. ABOUT THE AUTHOR: Rod Sowden, from Aspire Europe Ltd, is lead author for the "Managing Successful Programmes" official handbook 2007 version and lead author and mentor for the 2011 version. TO READ AND DOWNLOAD THE FULL ARTICLE: simply follow this link!

The Axelos 2017 PPM Benchmarking Report has an interesting and insightful title: “The value of Project Management Excellence”. As stated in the foreword by Cameron Stewart, Head Of PPM Product Development at Axelos: “This inaugural report seeks to lay the foundation for a yearly publication aimed at giving insight to the project and programme management (PPM) market for our members, community and accredited partners.” The findings from this research identified a range of issues that could all be categorized under one solution: project management excellence. Project managers, PMOs and organizations all have a responsibility to create this culture of excellence otherwise they could find that their investments don’t bring the competitive advantages they seek. “It comes as no surprise that project managers are being asked to do more with less. This is a trend that could be applied to any business function. However, a lack of resources or time is leading to cutting corners at both a strategic and operational level. Awareness of project management methodologies is high in the industry. However there is a gap between awareness and uptake. Unfortunately organizations are under-investing in the development of their project managers, which the research shows has far-reaching consequences.”

Today’s project management pressures

Project managers (and the projects they’re responsible for) are not immune to the effects of a changing global economy. In fact, the majority of project managers acknowledge that there is increased business competition which is causing a variety of knock-on effects. Some findings:

• 76% states that “The business environment has become more competitive”
• 74% states that “Budgets and timelines are tighter as clients/ stakeholders look for more value from projects”
• 65% states that “PMs are expected to deliver more projects over a shorter time frame”

Furthermore, evolutions in technology bring their own set of challenges resulting in greater complexity in project delivery, increased project risks and an impact on profit margins.

Project management maturity within organizations

The maturity of project management in many organizations is still behind where it needs to be to meet the increased demands of more projects within existing timeframes and budgets. One measure of maturity can come from the P3M3 Maturity Model, yet:

• less than 20% of organizations described themselves as having established processes in place, with ongoing improvements based on monitoring and feedback
• only 53% of project managers describe the project management function as “influential”

Although it is encouraging to see that PMOs are in place in more than half of organizations, their integration at the highest level is far from where it needs to be. If project management continues to be under-represented at a senior level then this will impact on the successful delivery of projects.

The challenges faced by project managers today

At the head of the list of the challenges faced by PMs today there is “over-ambitious timeframes” for projects, followed closely by “changing project briefs and moving expectations”. In the context of increasing project numbers to deliver in the same timeframe or less, plus the relative isolation of the PMO in organizations, these are serious challenges for project managers. Following in the list there are also challenges like “poor communication”, “absence of the right people for the job”, “unrealistic budgets” and “inefficient work practices”.

• Half of project managers felt their project didn’t have the right people in place, which led to project failure in 43% of cases
• 56% of project managers had witnessed significant changes to the project brief and expectations and this led to project failure in 48% of cases

Agile

Agile continues to be a hot topic within project management. There is a huge appetite amongst project managers for agile techniques, yet this enthusiasm isn’t apparent at an organizational level. Why are so many organizations wary about adopting agile? It could be due to a lack of understanding as ‘agile’ is still perceived as the latest buzzword. Project managers need to educate the business about the value of agile to help deliver the number of projects that organizations are now demanding. Organizations need to get on board with adopting agile techniques. Working in an agile way allows project managers to respond to evolving business needs but still the appetite for adoption at an organizational level is low.

• 77% of respondents seeing value in working in a more agile way and just 2% seeing no value in it
• Less than half (46%) of respondents said there is significant appetite for adopting agile techniques within their function and this falls further to 39% at an organizational level

Learning and development

This research has identified a lot of challenges facing project managers, but there were also some positive findings too, especially around ongoing development. Continuing professional development (CPD) is an activity that is commonly associated across professions such as accountancy, medicine and law. However, the majority of project managers recognize its importance and are actively participating in CPD. The only thing that could hold them back is a lack of investment from organizations. If you delve deeper both individuals and organizations are on the same page. Individuals want to do their job more effectively and organizations want to improve the effectiveness of their teams.

Being AGILE and managing project in agile way is not only a statement but organisations have to “make it happen”. Organisations often think they are or could be agile. It could be a wishful thinking but in reality they have what I call an in-house “DNA”, usage, strong company culture which might not be in favour of developing agile practices. AGILE prior to be project management methods is first a mindset, a posture, a way of being. Be aware of “flawed AGILE”, it looks agile but it’s not. In this article we explore 5 examples of area to check before launching an agile project. TITLE: Ready for Agile? Five Questions to Test Your Company Culture ABOUT THE ARTICLE: Organisations are facing so much unknown that they have to be ready almost for anything. That means the ability to launch quickly project and mobilise multi-skilled resources either in house or through pre-agreed commercial subcontracts or a mix of both. The AgilePM guidance of ABC (Agile Business Consortium) has an interesting document called “PAQ : Project Approach Questionnaire” used at the outset of the project. The questionnaire is in fact a risk assessment for the management side of the project. It helps defining if all stakeholders are effectively able to work in agile. ABOUT THE AUTHOR: Antoine Breton has 30 years of experience in project management and technical Operations.  He has been an agile management accredited trainer for the past 10 years on “Best Practices” in agile project and programs management: PRINCE2, DSDM - AGILE PM (Project Management and SCRUM) and AGILE PgM (Program Management). He performs consultancy work for embedding PRINCE2 and AGILE within organisations. He delivers training and support for the implementation of best practices. He is able to perform missions in English, and French. TO READ AND DOWNLOAD THE FULL ARTICLE: simply follow this link!    

If you don't plan it, you won't do it. Planning is very important in Project Management, and it is considered one of the most important skills of a great Project Manager; in one of the articles of our library, Planning is listed among the 5 MUST for every PM, beginners and experienced ones.

Then why you shouldn't be planning that important training you want to get done in 2018? Why you shouldn't be working on a plan for the certification that will prove your skills as Project Manager?

Agenda's can become very busy during the year, and planning that training that you've always wanted to take can be difficult at times: at QRP International we know it, that's why we've decided to help you schedule your next training with a great incentive: a 20% Early Bird discount on ALL PRINCE2 courses!

Keep reading to know how it works!

EARLY BIRD PROMOTION: HOW DOES IT WORK?

QRP International has decided to meet the needs of its customers by adding a special promotion for the full PRINCE2 Training Calendar: on all PRINCE2 Foundation and Combi (Foundation & Practitioner) courses of 2018, you can benefit from a very special Early Bird promotion (20% OFF!).

BOOK IN ADVANCE AND SAVE MONEY! Sign up for the best deals by making your ​​reservation early ​(at least ​30 days​ ​before the start date of the training)​ in order ​to benefit from the special 20% Early Bird discount!

To check out the full calendar of training available with the Early Bird option, visit the following pages:

• PRINCE2 Foundation: full calendar of courses in Early Bird Promotion
• PRINCE2 Combi (Foundation & Practitioner): full calendar of courses in Early Bird Promotion

GET IN TOUCH More than one person for one single course? Different inscriptions for different dates? Need extra info on our training calendar? We can help you: GET IN TOUCH!

The 2017 updated version of PRINCE2 has been developed closely with the PRINCE2 community worldwide and taking into considerations several drivers for change. One of the most urgent one is the increased professionalism within the PM community: project management will be more and more considered a wide business skill and this will, as a consequence, require a continuous improvement from every PM working in the field.

The only language ready with the 2017 version is ENGLISH: French, Spanish, Italian and Dutch will be translated starting from January 2018.

QRP International is scheduling the first PRINCE2 courses with the 2017 version, to make sure to provide the most up-to-date Project Management content to its customers: the first "PRINCE2 2017 Version" training will take place in August, and it's already CONFIRMED!

PRINCE2 Foundation + Practitioner training: 21-22-23-24-25 August 2017 => Follow this link to know more on the training and to hold your seat! If you register within the 21st of July, you will benefit from a 20% EARLY BIRD DISCOUNT!

WHAT'S NEW IN 2017 VERSION? METHOD CHANGES

The 2017 update of PRINCE2 builds on the proven strength of PRINCE2 while responding to current imperatives for flexibility and agility. You will discover how the core of the PRINCE2 method, like principles, processes and themes remain unchanged, while a renewed focus on the importance of tailoring has been added: the chapter on tailoring has been, in fact, elaborated and more prominently placed at the beginning of the manual, and it contains clear indications about:

• what you can and cannot tailor
• who is responsible for tailoring and documenting
• examples of different project environments
• tailoring and embedding PRINCE2 in an organization

Furthermore, the distinction between tailoring, adopting and embedding is explained in more detail and there is guidance on how to adopt and embed PRINCE2 in an organization.

WHAT'S NEW IN 2017 VERSION? EXAM CHANGES

• FOUNDATION EXAM --> The Foundation was previously of 75 questions, and it has now changed into 60 questions. The duration is still 1 hour, while the pass mark goes from 50% (35/70), to 60% (36/60).  Also the style of the questions have changed, since almost all negative questions have been removed and the number of list and missing word questions have been reduced.
• PRACTITIONER EXAM --> The Practitioner exam was previously of 80 questions, and it has changed into 75 questions. Duration and pass marks remain unchanged. Question styles retained are classic multiple choice and matching (2 columns), while multiple response (2 correct answers out of 5 possible answers) and assertion reason (True/false questions) have been removed. While previously the Practitioner exam only addressed 6 themes and 2 process with the NEW version all themes, all processes and the principles will be tasted. Last important change concerns the validity of the Practitioner certification: from the launch of the new exams the NEW Practitioner validity will be of 3 years ( not 5 years). To know more on the CERTIFICATION changes you can read this simple and informative article.

TO KNOW MORE ABOUT PRINCE2 2017 UPDATE

• WHAT’S THE FUTURE FOR PMs? – Read more
• WHAT CHANGES IN THE METHOD? – Read More
• WHAT CHANGES IN THE CERTIFICATION? - Read More

MORE THAN ONE COLLEAGUE FOR THE SAME COURSE?

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