For many organizations, getting to the point where they can effectively execute a portfolio management process is a complex journey
that can take years and much iteration to achieve.
Bart Doyle, PMP, PgMP, PfMP, general manager
for Mainstream Renewable Power Chile in Santiago,
Chile, is in the middle of this journey. His renewable
energy development company has roughly 70 projects ongoing in Chile, South Africa, Canada, Ghana
and the United States, as well as offshore projects
that are part of a separate business.
When Mr. Doyle joined Mainstream six years ago,
he became responsible for all project controls, project
management and administration of the company’s
onshore wind farm project portfolio. Since then he
has been helping to build his organization’s portfolio
management process to better adapt to volatility in
the marketplace and create a more uniform approach
to project selection and management.
“We needed a strategy for spreading risk more
effectively and to make better decisions about the
projects we pursued,” Mr. Doyle says. It still hasn’t
reached the level of maturity that he would like,
though the company has made tremendous progress.
When Mr. Doyle joined the company, each coun-
try’s team ran its projects differently, with its own
project management process, lingo and strategy for
determining which projects to invest in. “It caused
the usual problems,” he says. These included inac-
curate budget estimates and a lack of risk identifica-
tion that often led to project delays.
His job was to implement a formal project, program and portfolio management process. He began
by implementing metrics for assessing value and
risk, and a standardized work breakdown structure
for scheduling, budgets, permitting, document control and resource management.
Eventually, these tools gave stakeholders a way
to evaluate the entire portfolio in each country—its
project components and their performance. “It was
CASE S TUDY
Taking Portfolio Management Mainstream
A renewable energy company needed to think carefully and globally, so it turned to a portfolio professional.
“In a volatile
to be the
it also has
to be the
project to be
—Bart Doyle, PMP,
A Mainstream wind
farm project site in