Business-As-Usual Project Portfolio: Companies are constantly managing a portfolio of Business (BU) and Information Technology (IT) initiatives. This normal portfolio can be challenging at times, and requires experienced program managers, project managers and PMO oversight. These roles are most often led by full-time employees and augmented by a contingent workforce to manage the ups and downs. Most mature organizations have methodology, controls, governance and reporting well documented and deployed for the more standard and repeatable projects.
CONDITION: Organizational Change: Driven by rapid growth, market consolidation, major regulatory changes, outsourcing, M&A, customer expectations changes, change in CEO/Board expectations and/or disruptive competition will disrupt the BAU project portfolio, approach and oversight.
RESPONSE: Differentiate non-BAU initiatives into a 2nd Portfolio: When this Change occurs, the challenge is to differentiate non-BAU projects when they enter the project portfolio and treat them differently. This can be difficult to identify, as all projects have been put thru the same methodology for so many years. A new project categorization needs to be part of the formal project intake process and governance. These non-BAU projects need to be in a non-BAU portfolio that is given distinct visibility to the executives, more regular cadence, controls and oversight. These projects also need non-BAU project/program leadership.
R3P provides TRANSFORMATION MANAGEMENT services to Clients to lead the non-BAU initiatives on our client’s behalf, for (i) Specialized Project, (ii) Transformational Program, and (3) Remediation of Gaps:
#1. Specialized R3P Consultant/Project Manager
Projects that are not done frequently within an organization (every 20-30 years), everyone has an opinion, there are pockets of heavy resistance to change, and the required specialized skills are not kept in-house. In these situations, R3P proposes the project be led by a Specialized R3P Consultant / PM. Examples would be (i)Data Center Move, (ii) repatriation of an outsourcing tower, (iii)credit card call center process optimization project or a (iv)mortgage application digitization project.
These specialized projects require a Specialized R3P Consultant / PM with:
- Specialized solution expertise to guide a specialized discovery process to understand current state, requirements, solution validation at commencement and during the project implementation.
- Soft consultant skills to deal with resistance groups, manage diverse stakeholders and deal with the more holistic people, process and technology dimensions
- Project management discipline to drive the initiatives with the PM disciplines expected