ortfolio management has always been
a good way for organizations to align
individual projects with broader business
goals. But during times of market volatil-
ity and disruption—the new normal for most
sectors these days—it can provide the essen-
tial competitive advantage.
Q&A A Profession in Flux We asked practitioners: What’s the biggest change you’re seeing in portfolio management? The portfolio manage- ment practice is matur- ing and becoming more
widely accepted. With that growth
comes discipline; it becomes a
science instead of an art. But just
as one size doesn’t fit all in project
management, the same is true for
portfolio management. Different sizes and types of companies
will have different needs when
it comes to managing priorities.
Portfolio managers need to strike
the right balance so as not to stifle
the creative, entrepreneurial spirit
alive in many companies.”
—Denise Rogers, PMP, director,
portfolio and project management, Cox
Media Group, Atlanta, Georgia, USA
The biggest change
I’m seeing in portfolio
management is the
ability of the portfolio to be
agile in response to a vola-
tile, uncertain and constantly
changing and evolving business
environment. This requires orga-
nizational intelligence, because
an understanding of portfolio
strengths and weaknesses is key
to responding to the changing
uncertain environment.”
—Leabetswe Bomvana, head of
shared portfolio management
services, Liberty Group,
Johannesburg, South Africa
