Do you want to know what the current trends are in portfolio management? Then download our trends report now. In this report we have conducted 12 interviews with different portfolio managers, from different organizations.
With them we investigate the state of affairs of portfolio management in the Netherlands. It examines to what extent the desired flexibility and adaptability that is necessary in the complexity of everyday life is actually experienced in practice.
In all organizations that were interviewed, there is a great awareness of the increasing importance of portfolio management and the need to structure the working method around portfolio management. In addition, in most organizations a lot of work has been done to make their way of portfolio management more effective in working with (agile) teams, departments and/or value chains.
This research continues to gain a broader insight into the state of portfolio management in the Netherlands, and to collect best practices that can be shared between organizations. This report is therefore also a call to portfolio managers to be interviewed and to share their practical experiences.
Centric is an IT service provider with a significant market share in the public sector. Centric Public Sector Solutions is an organizational unit with more than 800 employees, responsible for all services for the public sector. Centric and Prowareness Xeleron have jointly invested heavily in recent years in increasing the agility of their organization at team and department level.
Imagine you are running a goldmine. This goldmine is your organization, and the nuggets you hope to find are the valuable outcomes of your projects and initiatives. Let’s use this analogy to illustrate the difference between output-driven work and outcome-driven work.
The second of the ten dimensions of Agile Portfolio Management is about limiting the amount of 'Work in Progress' (WIP). Many organizations work on too many initiatives at the same time, which makes the lead time of those initiatives too long. The trick is to not work on too much at the same time to speed up the lead time. This requires transparency and making choices, but also improving collaboration so that acceleration takes place.