I'm curious to learn more about how different organizations structure their strategic portfolio management teams. What does your team look like in terms of roles, responsibilities, and overall structure? Are there any unique approaches or best practices that have proven successful for your organization?
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IT Head in Real Estate8 months ago
the specific structure and practices can vary based on the nature of the organization, industry, and the types of projects being managed. It's essential to tailor the approach to fit the unique needs and circumstances of your organization.Software Engineer in Software8 months ago
Effective strategic portfolio management teams commonly include roles such as portfolio managers, analysts, and coordinators. Responsibilities involve aligning projects with organizational goals, optimizing resource allocation, and ensuring strategic objectives are met. Best practices often include regular reviews, prioritization based on business value, and leveraging technology tools for efficient management.Globat IT Manager in Software8 months ago
I implemented the direct manager and dotted manager concept, how are they measured Similarity
1. Both managers have a crossed line KPIs/OKRs
2. Both managers have one common managers
Difference
1. Direct manager : the person that is dealing with most day to day issues, while the dotted manager will be the one taking care different matters e.,g improvement, projects
2. Direct manager : in our case is part of the operational team, while dotted manager is the service owner
etc
with that simple idea, I thnk you can draw your own , hope it helps
IT Analyst in Media8 months ago
Inform rapid high quality decsions. Adapt to meet changing needs, Provide governance necessary to respond to new and changing oppurtunities.Director of Digital Revenue and Marketing in Healthcare and Biotech8 months ago
The structure of strategic portfolio management teams can vary significantly across organizations based on size, industry, organizational culture, and specific strategic objectives. I personally work within an organisation with matrix structure.
This structure combines elements of both, centralised and decentrilise approaches. Based on their roles and responsibilities, my team members report to me and each look after their own business units, for example, data automation, PPC, analytics, SEO.
Outside our core set up, there are standalone projects they are part of. In this case they might report to an additional central PMO or unit head, who is responsible for overall project success.
In my opinion, Matrix structure is very complex, however is ideal for removing silos. It allows non relating departments to cooperate and develop project related hierarchies.