Portfolios for Progress

Filed under: Governance,Process,Strategy — lenand @ 8:37 am
Tags: , , ,

Peterborough has developed Verto as a superb set of presentation tools for portfolio management. It looks as though it could be configured for most councils. It is easy to see how it has attracted many customers. Something like this should already being used for all project developments.

However it needs an extra dimension to cross cut all programmes.  It’s a strategic dimension to help chief executives to both innovate and reduce costs on administrative systems.  The academic evidence is a four part strategic grid. Cranfield calls them High Potential, Strategic, Key Operation and Support type of projects. With the current pressure on budgets, Innovative, Partnership, Operational and Administrative projects would be more apt.

  • Innovation: low cost, fast projects;
  • Partnership: strategically important for developing shared services that will ultimately reduce costs when they become operational ie high potential;
  • Operational: Current line of business, customer management systems that have been running satisfactorily for years. Many are legacy technology but completely ingrained into the council’s business processes.
  • Administrative: Internal systems that are essential, but could be more economically outsourced, migrated to the G-Cloud or otherwise minimised.

This type of categorisation was used extensively in the private sector to ensure that appropriate management controls are applied to each type of project portfolio. It does not conflict with the Verto principles but could help in the allocation of diminishing resources.


1 Comment »

  1. […] state and decline.  In the public sector, it is convenient to map this into a matrix of service portfolios with four […]

    Pingback by Government sidelines SME Innovations « Quarkside — 02/11/2011 @ 7:56 am | Reply

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