MOPF Management of Portfolio Foundation Questions and Answers

A segmented portfolio should use the same criteria to prioritize each segment

Mandatory projects should not be included in the normal prioritization process

Prioritization of initiatives should be based on an estimate of financial benefits that may be achieved

A mandatory requirement should be reviewed to ensure that the planned change is cost effective

To ensure the portfolio contains all business change within the organization

To actively manage the deployment of project and programme staff

To ensure the collection of change initiatives is sufficient to achieve the required strategic contribution

To ensure a single set of investment criteria are applied to all change initiatives

The organization's experience in the use of relevant IT solutions

The organization's use of sophisticated approaches

The organization's maturity in project and programme management

The organization's track record in terms of customer satisfaction

Portfolio Management Framework

Portfolio Strategy

Portfolio Delivery Plan

Portfolio Resource Schedule

By explaining when the impacts of change initiatives will be observed and how they will be measured

By explaining which projects will deliver the change and how they are being monitored

By explaining which programme will deliver the change and how it is being monitored

By explaining who is responsible for realizing benefits and how their performance will be assessed

Collaborative working between the Portfolio Office and the organizations communications experts

A consistent approach to benefits categorization

Guidance and templates for business case preparation

Tailored investment criteria

Create the baseline information to be input into the resource schedule

Document the short term view of what the portfolio is to achieve

Provide an overview of the portfolio linked to the strategic planning cycle

Promote discussion of any potential conflict between departmental and shared goals

1, 2, 3

1, 2, 4

1, 3, 4

2, 3, 4

practices

principles

cycles

techniques

1, 2, 3

1, 2, 4

1, 3, 4

2, 3, 4

A learning organization in which lessons learned are captured, disseminated and acted upon

Collaborative working including adapting the reward and recognition systems to reflect and encourage desired corporate behaviours

A Portfolio Office that is appropriately skilled with an agreed mandate

Role descriptions clearly link personal objectives with strategic objectives

Balance

Energized change culture

Management by exception

Risk management