The client’s problem
The client was managing a multi-billion portfolio of investment projects, which they were also implementing. As the business grew, however, they were experiencing that it was increasingly difficult to take efficient “go/no go” decisions throughout the project lifecycle, making it a challenge to establish basic portfolio transparency and uncertain as to what to do for each project. The project governance model across the line and project organisation was in essence not clear nor agreed amongst the different stakeholders.
Over six months an intensive process was conducted to design the new global project governance model. The first phase established an overview of the different type of projects, and the pros and cons in the current (implicit) governance model. The second phase was aimed at designing the new governance model along four key dimensions: Decision gates, project life cycle, deliverables and organisational responsibilities. During the third phase a detailed implementation plan for the governance model was defined.
A more focused investment portfolio and a decrease in portfolio implementation risk.