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News

  • Connexion News - March 2017

    Connexion News: ProjectChat 2017 Update; Amplify R13; Deltek Training; Case Study

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  • Connexion News - December 2016

    Connexion News: ProjectChat 2017 Early Bird Tickets; Amplify R12; Deltek User Group & Principal Toolbox Release 9.5

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  • Connexion News - October 2016

    Connexion News: ProjectChat 2017 announced; Deltek User Group & Q4 Training; Amplify R11 and more!

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  • Then a miracle occurs...

    26 Jun 2014 9:22 AM - Matt Williams

    One of the services Connexion provides is to validate the Benefits identified in the Business Case. Our approach is to take the benefits that have been identified, and enter them into Amplify. This includes the benefit measurements, assumptions, and initiative contibutions.

    What we end up with regularly reminds me of the old cartoon on the right:

    That is, we have a benefit map that contains lots of initiatives on the left, and lots of benefits on the right, but no clear path between the two.

    Often, the reason is that the people who produce the Business Case understand the linkage, and assume that all other stakeholders will too. But without a well-defined map with ownership of each item clearly identified, an environment for misunderstandings now exists.

    Having the pathway well defined at the start of the initiative means that all stakeholders, plus all members of the project and change teams, understand the pathway to success and their place within the team. This results in better focus and more clarity.

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  • If it looks like a portfolio...

    11 Feb 2014 12:08 PM - Matt Williams

    Last week I was at a federal government department providing advice on their policy development processes and supporting technology.

    As the team were explaining their work process to me, it became clear that the process they described was a classic Portfolio Management process.

    They had not considered it as such, possibly because the work packages (each policy) were not sufficiently large enough to be considered a project, and did not require a PM to manage. However, the similarities at the macro level (work take-on, demand management, prioritisation, detailed planning and reporting) were undeniable.

    Here's a brief description of the process:

    New legislation requests come from either the Minister's office or other departments, and are collated and added to the work register.

    The work register is then sorted and prioritised to suit the House sitting calendar, before being shared with the Minister's office for their input and approval.

    The items that are scheduled for the next sitting are then planned in detail with the development of a small project plan. Each piece of policy is too small to be treated as a project, but the development of a plan aids in determining the target start date for key activities, as well as providing input to the resource capacity planning activities.

    Once the work is in progress, regular status updates are provided by the policy manager, which in turn is collated and reported to the Minister's office.

    As this process has many of the hallmarks of a portfolio management and reporting process, we have embarked on a pilot of the Principal Toolbox's Portfolio Management module. In a few months we will know whether my opinion was the right one.

    Do you know of any areas where a Portfolio Management process is used to manage many small activities or packages of work?

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