Working on the right projects at the right time is critical to sustain a competitive advantage, yet many organizations struggle with allocating limited resources and assets wisely. The Pyramid program portfolio management (PPM) approach helps you select and manage an optimal portfolio of projects – one that maximizes your organization’s responsiveness, revenues, and adaptability while keeping the projects aligned with your strategic business goals and objectives.
Pyramid helps structure your PPM practices to provide your organization with a consistent way to select, prioritize, and manage projects that deliver maximum business value.
ARE WE DOING THE RIGHT THINGS?
Strategic Alignment | Are projects aligned to organization’s strategy?
Resource Management | Are resources deployed on projects with optimum high strategic value?
Portfolio Optimization | Are projects prioritized for capital allocation in a way that will allow the organization to handle events such as budget cuts?
Financial Performance | Do we understand the key drivers of profitability?
Fiscal Responsibility | Will the organization achieve fiscal year targets?
Pyramid assesses your current program portfolio management processes and, in collaboration with you, identifies the appropriate level of PPM discipline for your organization. We then apply our industry-standard Program Portfolio Management Maturity Model to determine your current PPM capability and identify process gaps between your organization’s current state and desired future state.
Portfolio Process Improvement
Results from the assessment are used to define an approach to improve your organization’s ongoing portfolio management practices. Pyramid partners with you on the development and delivery of the recommended approach and improvement plan, including a cost/benefit analysis for taking the next steps in optimizing your PPM practices that yields better alignment with your business objectives.
Portfolio Improvement Execution
Pyramid provides you with guidance and implementation support to quickly deploy the PPM improvement recommendations. Activities typically include:
Establishment or refinement of portfolio governance policies
Portfolio and program prioritization and selection facilitation
Portfolio and project communication management
Portfolio performance management
Program Portfolio Management software tool selection and implementation
Facilitation of ongoing workshops and training on portfolio governance and management
PPM culture change and adoption
Baselining and ongoing review of your project portfolio
Helping you Manage Your Portfolio of Programs
When you integrate dynamic program portfolio management (PPM) practices into your business cycle, you can be assured your organization is delivering projects most essential to strategy execution and corporate performance.
Project Management Offices
Implementing standard project management practices and improving project success rates are two of the main reasons why organizations establish project management offices (PMOs). Yet there are many complex factors that impact the ability of a PMO to operate effectively. Often overlooked is the crucial role a PMO can play in organizational governance, supporting centralized project prioritization and resource allocation decisions.
Working in partnership with you, we can help your organization:
Determine the appropriate sponsorship for the PMO
Develop the PMO Charter, including its mission, vision, and critical success factors
Identify the supporting functions and staffing required to achieve that mission
Establish a program to address organizational change activities
Implement the initial functions of the PMO (training, resource management, methodology, career paths, etc.)
Officially roll out PMO operations
Refine and mature PMO governance practices
Outsource critical PMO functions with experienced project and program resources
An organization without direction is an organization headed to failure. This engagement did not only involve defining a mission statement and the strategic goals of the client, but also included breaking down the goals into specific objectives and quantifying the goals and objectives to determine their relative strategic importance. To do so, numerous structured interviews and focus groups were conducted with top management and physicians in the client’s organization to collect their input and feedback and create a common vision for the organization. Sharing this common vision fosters adoption of the mission statement across the organization, defines the direction the organization is heading towards, and concentrates group effort to achieve the strategic goals and objectives.
The client is an electricity distribution company operating in the Midwest region. With over 24,000 miles of transmission and distribution lines, the client serves approximately 600,000 customers in an area of 4,500 square miles. As alternative sources of energy gain more attention on the national and international stages, the client was looking to develop a long-term future plan that will strategically position the organization within the newly changed energy landscape.
The scope of this engagement was to develop a strategic plan for the client that identifies their strategic objectives and how to achieve them. Our services included interviewing top management and facilitating a strategy session to discuss trends and opportunities in the energy production field in the 21 century and how to prioritize the alternatives, opportunities, and challenges. Outcomes of the prioritization exercise showed that new initiatives and external relationships with strategic stakeholders were the top ranked strategic priorities.