"The Essence of Strategy Is Choosing What Not To Do." -Prof. Michael Porter

Is there a mad rush at the start of the financial planning season to  allocate budget for next years projects?
Despite this mad rush, is there always CAPEX left in the budget simply because there have not been enough approved business cases to spend it?
Is there a discontinuity between demand that gets scoped and projects that get approved? Despite this, are there more projects in progress than actually got delivered last year?
Do projects actually reflect the strategic intent of the organisation, or are they indeed more a reflection of the needs of the person who shouts loudest? 
Typically decision making is made in discrete jumps without referencing the longer term aims of the organisation. Leakage of ideas and projects both in and out of the pipeline can then substantially reduce the potential value created for the organisation. 

Enable Decision Making With a Whole LifeCycle View

We take a lifecycle view. We recognise that throughput, from conception of the value proposition to delivery and then retirement, is a key source of credibility for the organisation and Portfolio Management. 
To reduce the leakage of ideas and projects both into and out of the pipeline, we reference along the lifecycle the strategic intent of the organisation to ensure that there is continuous alignment and value generated.
Fundamentally, Portfolio Management has two questions to answer- do we have a balanced portfolio of activity, and secondly what activity shall we take to the next stage? We divide this lifecycle into three stages:
  • Early Lifecycle: A focus on managing the innovation and feasibility around creating or transforming capabilities using road-maps. Ensuring value and risk is defined together with IT-enabling Services.
  • Mid-lifecycle: A focus on managing Programmes and Projects according to ROI and risk according to information presented in business cases.
  • Late Lifecycle: A focus on managing IT enabling services, whether they still deliver value and selecting those services that are candidates for decommissioning, to restart the cycle again. 

The Outcome

Feel sufficiently confident to implement the techniques on leaving the workshop with an action plan to transform the partnering role in your organisation.

An excellent course blending theory and practical application. Jon demonstrated excellent knowledge across the subject matter, accommodating individual needs of the course.

Jason Danbury, Strategic Enabler of ICT, West Midlands Fire Service

Benefits of applying the workshop techniques:

Better Data And Better Decisions.

  • Reduce the forecast error in assessing the value and outcomes in business cases through better risk management
  • Enable effective decision making through governance - ask the right questions, provide criteria for assessment and define decision rights.

Managed Flow from Cradle to Grave

  • Use of the latest proven methods to improve throughput and quickly make decisions
  • Ensure the organisation does not take on more change than it can adequately implement and sustain.

Ensure Alignment and Value Realisation

  • Balance your portfolio of activity according the risk appetite of the Decision Makers
  • Reference Strategic documents in the negotiation and prioritisation of the next tranche of work to be started
  • Review the value realisation of projects to ensure they are meeting target and decide GO/ NO-GO

Balanced Focus Across the Lifecycle

  • Balance your portfolio of activity according the risk appetite of the Decision Makers
  • Ensure the right criteria are being applied in the right context to make effective decisions.
  • Create dashboards that help Decision Makers understand the relative position of their portfolio

Portfolio Management Outline

Early Lifecycle

  • Idea On A Page
  • Idea Selection - Criteria
  • Governance 
  • Managing Progress - Kanbans Visual Aids
  • Cyclical Planning and Strategic Roadmaps

Late Lifecycle

  • Defining A Service
  • Defining The Value Of A Service
  • Attribution of Costs 
  • Value / Risk Dashboard
  • Governance And Decision Criteria

Mid Lifecycle

  • Governance Decisions, Setup and Roles
  • Risk Estimates And Expectation Management
  • Managing Feasibility Studies
  • Demand and Capacity Estimates
  • Business Case Techniques and Tips


  • Risk Attitude Drives Decision Making
  • Option Creation
  • Lifecycle Approach
  • ROI vs Risk
  • Strategy On A Page Managed As A Portfolio.

What you'll get:

  • Clear framework and approach oriented towards business outcomes
  • Tools you can use.
  • Practice in the techniques
  • Case studies and experience from facilitators who've been there and done that
  • Opportunity to stand back and reflect on personal as well as team performance
  • Action plan

What we bring:

  • Thought leadership and years of experience
  • Insight into the application and current challenges many practitioners face (you're not alone) 
  • Selective use of techniques that add most value, formulated in a way that can be adopted easily.
  • The option of coaching either in groups or 1:1 subsequently to the workshop
Enter your contact details below for more information about Portfolio Management and we'll get back to you!

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