Digital business transformation and product-centric delivery models are dramatically changing the role and mandate of program and portfolio management leaders. 

As organizations accelerate digital business initiatives and prepare for work environments, most need help to keep pace with change. 

Characteristics of a PPM leader 

PPM leaders must embrace modern behaviours and new capabilities to establish themselves as trusted partners in value delivery and strategy execution.

How do PPMs leaders address top challenges?

Challenges and Solutions

To prepare for the world and the next wave of change with the roadmap to composability.

• To manage change successfully, PPM leaders must build change management capabilities among three key stakeholder segments — portfolio decision-makers, BU leaders and impacted employees.
• Strategic portfolio leaders in IT should use this analysis to benchmark their adoption plans for SPM frameworks, processes, and tools. This research contains information on adoption timelines, key risks, and value drivers.

PPM leaders succeed by creating new perceptions and changing their actions. Among them are:

• Improving project management capabilities and maturity
• Providing accurate information about the “true” state of proposed and ongoing projects and better practices for planning
• Executing and monitoring project progress and incremental success.

This article was contributed by our expert Javier Murillo Ricote

Frequently Asked Questions Answered by Javier Murillo Ricote

Q1. What's important for leaders to bring to a digital transformation?

For technological leaders, digital transformation is all about incorporating computer-based technologies into all areas of business including products, processes and strategies. Bringing value into the business.

Q2. What are the components of strategy execution?

The components of strategy execution are the four P's: integrating portfolio, program, project, and performance management. It involves participation and communication up and down the organization, as well as laterally across business unit.

Q3. What are the challenges in portfolio management?

Portfolio management provides a consistent way to evaluate, prioritize, select, budget for, and plan the right projects—those that offer the greatest value and contribution to the strategic interests of the organization.

When used effectively, portfolio management ensures that projects are aligned with corporate strategies, that the portfolio contains the right mix of projects, and that resource allocation is optimized. It bridges the gap between the strategic planning process and program/project execution.

Q4. What are the three tools in portfolio management?

• Project Planning
• Resource Management
• Budget Management
• If we speak about software, we could use ServiceNow; JIRA Portfolio; Clarity PPM; Microsoft Dynamics 365; Oracle Primavera P6; Presto; Staffit.