Can portfolio management also make organiza-
tions more innovative?
Ms. Clarke-Holliman: We cannot simply encourage team members to hatch new good ideas
rapidly. We need to take these ideas through
implementation so they bring tangible business
value. ;is is where portfolio management adds
value—by providing the means to see these practices through. From the top down, I leverage what
the executive board has decided will be the funds
to set aside for innovation.
For us, it’s more than 25 percent toward procedural innovation. ;is leads to the development of a
portfolio where funds are reserved. From the bottom
up, the innovation criteria is selected and weighted
accordingly. I have requests for new projects all the
time and I encourage my business stakeholders to
submit a strong business case to be evaluated based
How do you see your role driving strategic
Ms. Clarke-Holliman: Portfolio management supports strategic alignment by ensuring the projects
and programs selected in the organization’s portfolio are the ones that most contribute to the organization’s strategic objectives.
Since we are a highly regulated industry and
risk-averse by nature, some areas in our organization view their projects as being exempt
from the formal portfolio management vetting
process; they “have to” be done, so they fail to
submit a timely business case for doing them.
However, these projects still consume limited
resources and must be screened just like any
other project. In fact, in many cases people
mark projects as “mandatory” just to make sure
they get done, but when you vet them you find
out they’re really not. For that reason, portfolio
management is critical. Everything must funnel
through it to make sure it’s truly aligned with the
organization’s strategic objectives.
Ms. Lawler: We often use strategic alignment as
one of the big arguments for portfolio management,
but I think truthfully one of its greatest strengths is
that it can support and monitor fast-moving activity from idea conception to bene;ts realization and
post-implementation review. And then portfolio
management can bring learning back to improving
processes and informing strategy going forward. A
lot of practitioners focus only on project delivery.
Good portfolio management, however, focuses on
the entire project life cycle.
Mr. Mishra: At my organization, we involve all
levels of management in the strategic alignment
process. We use the balanced scorecard and a
growth-share matrix to prioritize our business
objectives to support strategic alignment. We’ve
already seen the bene;ts through improved client
the link between
tactics. It’s the
the business on
the top and the
execution of a
project or program
on the ground.”
—Peter Chalouhy, PMP, PgMP, IBM,
Dubai, United Arab Emirates