Implementing project portfolio management

Summary of the Paper

 

Implementing project portfolio managementIn this paper, Antonio Nieto-Rodriguez considers some of the key elements of the design and implementation of a project selection and prioritisation process as part of an enterprise-wide project portfolio management (PPM) deployment at a large European telecom operator. The author also investigates the challenges of the project selection and prioritisation process.

The paper’s structure comprises of:

  1. What is a PPM process?
  2. Executive’s guide to PPM
  3. The Project Selection and Prioritisation Process
  4. Conclusion notes
Implementing project portfolio management (PPM)

Implementing project portfolio management (PPM)

Key challenges of project selection and prioritisation and how to implement PPM

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About the author

Antonio Nieto-Rodriguez is a professor of strategic change and project management at several business schools (Duke CE, Instituto de Empresa, Solvay, Vlerick). He is also an author of the book The Focused Organization, have been featured in several magazines, including Singapore Management Institute, Business Strategy Review and The Economist.

Antonio loves to speak to large audiences – he is a regular keynote speaker at international events, where he speaks on strategic transformation and focus. In the past months he has been keynote speaker in conferences with thoughleaders Bob Kaplan, Rita McGrath, as well as politicians Didier Reynders and Donald Tusk, President of the European Council.

Antonio specializes in running workshops with senior executives to increase their focus and improve their strategy execution dexterity. He has an MBA from London Business School and his education spanned Germany, Mexico, Italy, USA, Spain and the UK.

He is currently a Director Head of PMO at GlaxoSmithKline Vaccines.

Previously he worked in the banking sector, for BNP Paribas Fortis, where he implemented Project Portfolio Management practices to help the Executive Committee select, prioritize and execute 150+ projects and a budget of +100m euro yearly. Prior to that he was a Head of Post Merger Integration, leading the largest takeover in the financial service history: the acquisition of ABN AMRO.