Program and Portfolio Capability
Program portfolio is a factor that instigates change in an organization. Change is a factor that receives opposition when the right culture is not installed in the workers. It is thus imperative for an organization to apply the services of a change agent. They are individuals who are conversant with tactical and strategic objectives of the organization. The change agents will aid the organization to be able to incorporate change its systems (Raymond 2003, p. 131).
The first category of change agents relates to the middle managers. These managers majorly are the operational level of the organization. The significant role that the idle managers play is to ensure that the projects of the business are well planned and control practices are done to ensure that the projects of the organization are performed efficiently (Aileeh, Koh, and Lynn, Crawford 2012, p. 33).
The second category is the management team. The management team aids in the encompassing of IT structures in the organization. A management team ensures that new IT innovative practices are developed to ensure IT governance (Aileeh, Koh, and Lynn, Crawford 2012, p. 35). The management team is in a position to enhance their competencies through the utilization of IT governance.
The other change agent is the corporate portfolio Manager (CPM). A CPM has a responsibility of ensuring that the projects of the organization consist with the strategic goals of the organization (Aileeh, Koh, and Lynn, Crawford 2012, p. 35). In this case, they have the responsibility of ensuring that they identify the right projects, prioritize the projects according to their agency and carry out continuous reviews to ensure that the projects are aligned with the goals of the organization. The CPM collaborates with his team to inform the stakeholders, project sponsors and the other project managers in identifying issues appertaining to the projects. For instance, matters relating to the budget allocated for the project, the time frame, resources available, and the risk management strategies that are in place. Besides, CPM has the role reviewing the portfolio and the performance of the business. With the roles that CPM and his team perform it is assured that the portfolio will be managed to ensure that the organization experiences change that is realized with the involving of portfolio management into a time sensitive business.
Also, there is the council’s project portfolio manager. The role of this manager is to compile and report the results of the portfolio review programs that he has undertaken. To add on, the role is to ensure that there is a continuous management of the projects that are in place. The senior management, in this case, will be guided on the best ways to come up with decisions that will help the organizations achieve its strategic goals (M. 2010, p. 91) Moreover, senior managers with competent skills such as leadership abilities and effective planning skills instigate change. The responsibilities that a senior manger engages in an will undoubtedly aid in the bringing of change include assessing the benefits that the portfolio bring forth and comparing the events that the portfolio have the value that they create.
Furthermore, the project managers are change agents that make sure that the projects are conducted as planned that is according to the scope and the budget that was allocated to them. Also, they engage in risk management strategies, mentoring of the teams, upgrading corporate strategies and the involvement of the primary stakeholders in the strategic planning of the projects. In conclusion, competence is the driving force of change in an organization, and this should be present in the change agents, That is they should have the interpersonal skills and a good comprehension of the political changes in the business context (David 2005, p. 92).
Aileeh,Koh and Lynn,Crawford 2012, ' Project Management : Australian Experience', Project Management Journal, vol 43, no. 6, pp. 33-42.
David, PEA 2005, 'Attributes and level of Programme Management Competence and Interpretive study', international Journal of Project management, vol 23, pp. 87-95.
M., T 2010, Program management.
Raymond, C 2003, 'Models of Change Agency:A fourfolid Classification', British Journal of management, vol 14, pp. 131-142.