Monetize your projects, programs & Portfolios.

Photo GSPhotography – Shutterstock

Your portfolios can be so much more.

A complete Portfolio Cycle can be built around the Initiate, Balance, Execute and Realize framework, inspired from the PDCA model (Plan, Do, Check, Act).

Multiple projects or programs that are being defined, launched and executed in a coordinated fashion define a Portfolio. The charter of a portfolio is the overall management of its assets, with a stated purpose (e.g.: creation of value) or direction (e.g.: open new market). Assets in a portfolio are mainly related to each other by their characteristics and attributes, such as congruent goal or under the same strategic umbrella, not by an execution dependency or other link (which would just be an operating constraint).

The ultimate goal of a portfolio is often summarized “to maximize the value” of the assets under management. This downplays the real power of a portfolio, which is the continuous selection, replacement or refurbishing of the assets with high to create the ultimate global value.

Execution Excellence

RoadmapProject Performance

Program Value

Portfolio Returns

Governance & PMOs

Assessment / Roadmap

Rapid Diagnostic / Intervention

Performance Improvement Plan

Collaborative Project

ENGAGE WITH IMPESTRA

Portfolios can be used to manage projects, but they excel at managing the continuous flow of efforts, decisions or innovations or any class of assets. The selection, prioritization and optimization phases maintain a lean environment where long term goals are being achieved, one step at a time. Find out how much you could accomplish with the right tools.

Business and IT alignment starts with the joint partnership (congruence) on strategic impulse and vision, looking into achieving same or similar goals. Efforts to collaborate or “align” are doomed unless they include engaged collaboration into shared goals.

With a shared horizon, business and technology can establish common value drivers, especially around operations and the cost of doing business. Practically, the vision should translate into the same definition of value for all involved functions of the enterprise.

Measuring progress along the way, achievement of milestones and the passing of the finish line derive from the same definition of goals and value.