Project Execution Solutions: Defining the desired future state
This series covers the process for how to achieve change to become a more successful project-based organization. This post will drill into the second step of this process: defining the desired future state.
This process should resemble intelligent design. In the current state assessment, you’ve researched the climate, know what resources are available, and are familiar with what types of organization are the fittest for the environment. Now you can move forward with an end state in mind.
To continue with the biology analogy, this is where you decide whether you should have fur or not? Or are conditions are so volatile that those with clothing will be the only survivors of the climate? What diet ought you employ? Do you need to acquire largesse to become king of your domain? Or is it more sustainable to be small and dependent on a smaller access to resources?
The Three Step Approach
The necessary traits for the organization are determined through collaboration with PPM experts combined with the organization-specific context, often represented by the portfolio management team of the organization
- Review the current state of maturity,
- Define a feasible Vision,
To clarify, we are not talking about the organizational vision, but rather the vision of this particular project–ie: the project to improve projects, or the “Project Project.” See our introductory post on organizational layers for more clarification.
An organization should have a plan for change to get to each level of the maturity process. If the current state is Level 1, then the future state should not be a fully-adopted, highly rigorous resource management capability. The below graphics demonstrate a more attainable approach to Organizational Change Management.
- Develop a “mini portfolio” initiatives, i.e. the Roadmap. This describes the series of changes that will be necessary to deliver an optimized Level 2 methodology.