Portfolio & programme management

Alignment of your investment spending remains a business imperative

  • Do projects realise the full potential they promise and deliver value for money?
  • Do you have the capacity and capability to successfully deliver on change programmes, on time and on budget?
  • Are you getting the most out of them?
  • Are you satisfied with the current maturity level of project management in your organisation?
  • Is your portfolio management approach appropriate and adequate – if you have one in place at all? 



Areas of focus

Portfolio management

Portfolio Management enables strategic decisions to be made based on a balance of long-term strategies and short-term imperatives, agile governance and a series of adaptable processes, tools and techniques. The purpose is to optimise investment and project selection decisions and other strategic activity required to achieve the organisation’s strategic objectives.

Common business pressures that serve as a catalyst to evolve a focus on Portfolio Management can include:

  • Increased competition forcing companies to lower or freeze prices
  • Global/distributed teams creating the need for collaboration
  • Lack of available skilled resources needed for projects
  • Increasing risk exposure across project portfolios
  • New budgets
  • New CEO / leadership team C-level leadership



Benefits management

Benefits management sits at the heart of successful change. It is a proactive measurement activity which focuses on anticipated and opportunistic improvements and returns as you invest in business transformation. Change portfolios, programmes and projects are designed to deliver enduring value to an organisation in direct contribution to achieving its strategic objectives. The PwC benefits realisation approach puts value creation at the centre of the activities around any transformation, rather than as a separate stream of work. It defines all the other elements of your transformation work.

A focus on effective benefits management ensures that:

  • The benefits are understood, articulated and aligned with objectives
  • There is clear accountability and transparency
  • Benefits are achievable and continue to represent value for money
  • The focus on, and realisation of benefits is not lost with transition to business as usual



Project recovery

Project recovery framework identifies alternative project approaches and strategies, which can place a project firmly back on track and salvage current and future investment. It is the application of a methodical approach to improve the project's longer-term prospects.

A project recovery programme can be initiated by a need to address issues of:

  • Ill-defined scope and therefore expectations
  • Task definition and lack of coordination
  • No clear mission - goal, vision, objective or direction
  • Missed targets and benefits
  • Little recognition of post-implementation benefits



Programme maturity assessment

The programme maturity assessment (PMA) assesses the delivery capability of a portfolio or programme and creates actionable recommendations, specific to the business context. Using PwC’s 12 elements of delivery excellence, the maturity and effectiveness of organisation’s programme management, governance, delivery and controls can be assessed and actions recommended to enhance the likelihood of success.

The PMA allows clients to understand strengths and weaknesses in areas that can include:

  • Why recent portfolios or programmes have failed to deliver outcomes and benefits
  • Weaknesses in the definition of scope and change control related to alignment with the organisation’s strategy
  • Inconsistency and a lack of standardised approach to the delivery
  • Inconsistent reporting and management information and resulting in sub-optimal decision-making
  • Current capability to achieve the strategy is not understood
  • Overly ambitious strategies resulting in stakeholder dissatisfaction
  • Limited oversight of interdependencies and synergies across programmes



Programme mobilisation (12 elements of delivery excellence)

Programme mobilisation is designed to help you set the tone and pace and point the programme in the right direction from the outset. Establishing an appropriate PMO that allows a level of control suitable for the complexity of your programme. Plus one that the insight you need to take decisions and ensure your programme remains aligned with your strategic priorities.

PMO mobilisation allows you to address potential weak areas such as:

  • Lack of visible sponsorship
  • Not getting the information you need to take key decisions
  • Delivery timescales which are unclear and risks are not properly understood
  • Alignment with strategic priorities or delivery expected benefits
  • Message confusion about the status of the programme
  • Agility and speed when reacting to new opportunities or challenges



Agile progamme delivery

Agile transformation is a way to thrive together in a world of disruption, where we work together to rapidly create customer value through sustainable new ways of working.

The agile transformation approach means that we work with you to:

  • Build trust and new ways of working
  • Deliver value at speed
  • Recognise that people and collaboration are critical to agile success
  • Take an iterative approach that delivers with flexibility
  • Enable your leadership to deliver in an agile way



Contact us

Gabriela Teixeira

Gabriela Teixeira

Partner, PwC Portugal

Tel: +351 213 599 314

Miguel Fernandes

Miguel Fernandes

Consulting Partner, PwC Portugal

Tel: +351 213 599 314

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