Strategic Portfolio Management In the Multi-Project and Program Organisation

This book provides a powerful insight into strategic portfolio management and its central role in the delivery of organisational strategy, maximisation of value creation, and efficient allocation of resources and capabilities to achieve organisational strategic objectives. The book makes a valuable contribution to the development of thinking on the translation of strategy into actionable work. Whether you are a senior manager building a high-performing strategic portfolio for your organisation or an academic searching for new perspectives on strategy execution through portfolio management, you will find great significance in this book. Twenty-eight chapters in four sections provide multiple perspectives on the topic, with in-depth guidance on organisational design for strategic portfolio management and covering all process, capability, and leadership aspects of strategic portfolio management. The book includes several detailed case studies for the effective deployment of strategic portfolios, bringing together theory and practice for strategic portfolio management. This book is particularly valuable for advanced undergraduate and postgraduate students of project and portfolio management, strategic management, and leadership who are looking to expand their knowledge within the multi-project environment. Highly practical and logical in its structure, it also shows project management professionals how to effectively manage their business portfolios and align this with their business strategy.

Foreword Contributors Permissions Figures and Tables Preface Chapter 1 Introduction Katy Angliss and Pete Harpum SECTION ONE: STRATEGIC PORTFOLIO MANAGEMENT IN CONTEXT Section One Introduction and Chapter Questions Katy Angliss Chapter 2 Strategic Portfolio Management in Context Pete Harpum Chapter 3 Organisational Strategy and Portfolio Management Jayne Redfern Chapter 4 Organisational Change and Portfolio Management Ranjit Sidhu and Pete Harpum Chapter 5 Scenario Planning for Strategic Portfolios Carol A. Long and Pete Harpum Chapter 6 Delivering Strategic Value through the Portfolio Pete Harpum and Carol A. Long Chapter 7 Benefits Realisation Management as a Driver for Delivering Strategic Value Carlos Serra and Pete Harpum Chapter 8 Rethinking Portfolio Success Darren Dalcher SECTION TWO: DEVELOPING AND MANAGING THE STRATEGIC PORTFOLIO Section Two Introduction and Chapter Questions Katy Angliss Chapter 9 Portfolio Management Integration Pete Harpum Chapter 10 Environmental Factors and Portfolio Management Capabilities Pete Harpum Chapter 11 Portfolio Management Process Design Pete Harpum Chapter 12 Strategic Portfolio Selection Pete Harpum SECTION THREE: PORTFOLIO MANAGEMENT CAPABILITIES Section Three Introduction and Chapter Questions Katy Angliss Chapter 13 Asset and Resource Management Carol A. Long Chapter 14 Business Integrated Portfolio Governance David Dunning and Katy Angliss Chapter 15 The Strategic Portfolio Management Office Adam Skinner Chapter 16 Visualising Data for Portfolio Decision-making Catherine Killen Chapter 17 Portfolio Risk Management David Hillson Chapter 18 Portfolio Leadership Stuart Forsyth and Carl Gavin Chapter 19 Managers' Roles in Strategic Portfolio Management Miia Martinsuo and Lauri Vuorinen Chapter 20 Enabling Adoption of Portfolio Management Donnie MacNicol and Adrian Dooley Chapter 21 Supply Chain Integration and Portfolio Management Aleksandar Nikolov and Pete Harpum Chapter 22 Agile Portfolio Management Steve Messenger and Katy Angliss SECTION FOUR: STRATEGIC PORTFOLIO MANAGEMENT CASE STUDIES Section Four Introduction and Chapter Questions Katy Angliss Chapter 23 Case Study - Engineering of Complex Systems with Portfolio Management Dave Yazdani Chapter 24 Case Study - Pharmaceutical Portfolio Decision Tool Dave Reggi Chapter 25 Case Study - Delivering a Multi-billion-pound Portfolio Paul Taylor Chapter 26 Case Study - A Utilities and Construction Portfolio Paul Taylor Chapter 27 Case Study - Portfolio Governance and Leadership Geoff Vincent Chapter 28 Case Study - Portfolio Management Maturity Model Development Paul Clarke, Katy Angliss and Pete Harpum End Note Glossary Index

Katy Angliss is Associate Professor at the University of Warwick and, as an academic in the discipline of program and project management, has worked with many students and professionals, specialising in the area of multi-project and portfolio management. Prior to joining Warwick, as a chartered engineer, Katy has had over 20 years’ experience working in the field of portfolios, programs, and projects. Pete Harpum is Professeur Affilié de Management des Biotechnologies at Grenoble Ecole de Management, Module Director and External Examiner for Design Management at University College London, and visiting faculty for Portfolio, Program, and Project Management at the University of Warwick. Pete’s consultancy work is focused on helping organisations to successfully navigate change in how they deliver strategic objectives.