agement helped us not only optimize resource management, but also simplify
internal communication.”
Mr. Cortizo uses a combination of project management and spreadsheet
software to manage the 100-plus projects in the portfolio, a system that gives
executives an organized view of the big picture, even as the situation on the
ground remains complex. Ranking projects by priority and highlighting critical
risks and resourcing issues clarifies where executive input is needed and stream-
lines decision-making.
“The top management has better visibility on the portfolio, and the different
teams have a better understanding and a better view of the progress of the different projects they are involved in,” he says.
FULL-SCALE ASSAULT
Delegation is another way project leaders can manage systemic complexity—
without putting the brakes on the portfolio’s progress. Passing off some decisions frees up time for portfolio managers, PMO heads and C-suite executives
to tackle bigger issues, such as strategic alignment and organizational structures.
But successful delegation requires a project leader who knows when to jump
in—and when to step back.
“Delegation is critical, because I can’t be involved in everything,” says Kim
Ling Chan, PMP, PgMP, CIO at Fusheng Industrial Co. Ltd., Taipei, Taiwan.
“It’s important to have a good enough grasp of what is happening, steer the team
in the right direction and keep things afloat without micromanaging.”
But successful delegation still requires some oversight. Ms. Chan uses a “delegate
and observe” approach, where she hands off responsibilities and then coaches her
team as necessary. That might be a simple conversation for an experienced team
member, she says, or a hands-on demonstration for someone more junior. She
also recommends documenting who will make what decisions as soon as tasks are
delegated to prevent conflicts among team members later on.
On the other hand, there are some decisions that are so important that the
“It’s important to have
a good enough grasp
of what is happening,
steer the team in the
right direction and keep
things afloat without
micromanaging.”
—Kim Ling Chan, PMP, PgMP, Fusheng Industrial Co.
Ltd., Taipei, Taiwan
An enterprise project
management office or
center of excellence can
help an organization
overcome complexity and
deliver better business
results. Here are some
of the benefits this level
of portfolio support can
provide, according to PMI’s
Navigating Complexity: A
Practice Guide.
n Standardized
processes, procedures
and guidelines that
provide structure
and help project
managers navigate
complexity
n Guidance on how
and when to perform
project and program
assessments
n Stage gate reviews
and audits that lead
to better control and
decision-making
n Clear roles and
responsibilities, which
reduce ambiguity
n Governance, expert
feedback and mentoring
that help eliminate
roadblocks
Support From Above
