What does Business Portfolio Management actually deliver?

BizzNav, Business Navigator

The BizzNav environment is specifically made for managing the full complexity of the portfolio at portfolio level and with concrete ‘what-if scenarios.
BizzNav approach within this large university institution: to set up a professional portfolio management process, supported by tooling.

Offer changes in the portfolio (not only in projects, but also in strategy, budgets, resources, etc.) to the portfolio board and let it decide. Like no other tool, the BizzNav environment knows how to weigh the tension between goals, ambitions and targets against the scarcity of resources and resources.

RESULT

20% savings on budget

Yes, you read that right, we realize up to 20% savings on your total budget. And those are just the financial savings. From a financial point of view, we consider a saving of 10% to 20% of the Portfolio Budget of the organization as a (financial savings opportunity) as a rule of thumb.

This financial saving lies in the following aspects:

• Direct cost/effort savings by not doing/discontinuing projects that do not clearly contribute to the organization’s goals
• Avoiding the costs of ‘domino effects’ – project changes from one project that are approved now (due to lack of understanding of composition/dependencies/resources) and subsequently lead to multiple shifts, delays and run-off in other projects (not one project changes, two months, fifty thousand euros, but due to this change seven projects are postponed, with a total impact of three and a half tons)
• Failing projects – projects that do not deliver due to the complexity of the portfolio
• Reduction of fragmentation and duplication in the portfolio (we know organizations that in different projects, unaware of each other, build the same kind of features, or even conflict with each other)
• Costs of employee loss due to continuous high work pressure; costs of reintegration (of course separate from the emotional/relational damage of employees)
• Optimum deployment of own people in favor of external hiring (saving on out-of-pocket costs)
• Costs and effort of frequent coordination consulting and/or handling escalations by top management that can be avoided by supporting the decision-making process transparently (based on impact)
• Avoiding the effort keeping up-to-date and sending lists around

Non-financial benefits of the professionalization approach proposed here are:

• Qualitatively better decision-making, and with that:
• Achieving the organizational goals of a large university in a better, faster and more balanced way (with examples: better quality of care, higher patient satisfaction, shorter waiting lists, optimal deployment of people and resources, less staff turnover/turnover, better compliance with legal and regulations, more reliable business continuity) *)
• Sense of ‘control’ in management
• Sense of transparency and open dialogue among all players in the process
• Single-source-of-truth for the entire organization
• Better cohesion and integrality of the portfolio
• Self-organizing/self-cleaning mechanism in which Clients/Project Managers submit feasible project/change proposals based on insight into the rest of the portfolio and avoiding the impact on other projects as much as possible; and therefore:
• Insight, tranquility and stability of/in the portfolio (much less impactful changes and ad hoc isolated reactions to them)
• A factual/rational decision-making process through which not rank, position or money but business value drives decision-making
• Due to transparency in the portfolio and professional request, an automatic (‘enforced’) higher maturity of adjacent processes (strategy becomes sharper, resource management clearer, project management more professional, architecture more complete and meaningful, etc.)
• Lower workload and possibly even less dropout/turnover among employees due to normalized deployment on (less parallel) projects/fragmented deployment
• Better motivation of project employees because they demonstrably contribute to the organisation/organizational goals
• Better insight into the contribution of projects vs. Agile initiatives (and thereby monitoring the success of agile working/agile development)

*) We expect to collect the actual goals (and KPIs) during the implementation process

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