Valense

Are you a PROGRAM MANAGER seeking to solidify your role or navigate the complexities of program management effectively? Whether you're newly appointed or looking to enhance your skills, the #PMITraining PROGRAM MANAGEMENT MASTER CLASS offers a tailored solution. Over four intensive days, this course delves into the intricacies of program management, providing invaluable insights into your role within the organizational VALUE STREAM. Gain a comprehensive understanding of program management's pivotal role in strategy delivery and value realization. Explore various program approaches to determine the best fit for your context, while acquiring practical tools to enhance program management proficiency. Through engaging discussions, real-life case studies, and interactive exercises, participants not only deepen their understanding but also foster a collaborative environment to share best practices. Join us in this enlightening journey where theory meets practical application, empowering you to excel as a proficient program manager. VIRTUAL: April LIVE: Orlando, June REGISTRATION LINK in first comment

🌍✈️ From Canada to Zambia: A 15,000 km journey led me to the incredible leadership team at FNB Zambia embarking on an intense week of Disciplined Agile training program. The dedication, brilliance, and warm welcome I received transformed me from a consultant into an integral part of their family. Starting on Monday, we dived deep into the principles and practices of Disciplined Agile, embracing a week of rigorous learning and collaboration. It was a challenge, but one that our team met with unmatched dedication and enthusiasm. I am beyond proud to announce that every single participant emerged from this training not just enriched with new knowledge and skills but also certified in Disciplined Agile. This 100% certification rate is a testament to the exceptional talent and commitment within FNB’s leadership team. This experience has been more than just about gaining certifications; it's been a beautiful blend of cultures, ideas, and mutual respect. The physical distance traveled pales in comparison to the leaps we made in agile excellence. To the FNB Zambia team: your passion and drive have not only inspired me but also strengthened the bridge between our continents. As I reflect on this journey, I’m filled with gratitude and excitement for what the future holds. Together, we've laid a strong foundation for innovation and success. Thank you, FNB Zambia, for a truly unforgettable experience. Here’s to our continued growth and achievements! A special thanks to our program sponsor Billy S. Mwape, PMP, DAC, DAVSC and the awesome talent development leaders Neo Silumesii & Mary Silolezya Simujayangombe ! Project Management Institute Valense Pragsix #FNBZambia #DisciplinedAgile #AgileTransformation #ProudCanadian #OneTeamOneDream 🍁🇿🇲

If you have not already booked your PROGRAM MANAGEMENT ADAPTIVE PRACTICES class for Berlin in April you can still save €150 by booking before the 26th February. I will be delivering this 2-day class on 8-9 April, just before the PMI EMEA Global Summit. We will discuss different types of programs, the difference between projects and programs and why it is important. We will also do a step-by-step process from program formulation to closure using a real-life case study to practice the tools and techniques discussed in the class. Participants will get templates of those tools and techniques to use after the class. Link to register in first post. #PMITRAINING #michelthiry #programmanagement 

PORTFOLIO MANAGEMENT VS PROJECT PORTFOLIO MANAGEMENT This post is inspired by a recent post from @Adrian Dooley where he defined Portfolio as “A collection of projects and/or programmes”. I argued that a portfolio was more than just projects and programmes.   The PMI defines a portfolio as: “Projects, programs, other portfolios, and operations managed as a group to achieve strategic objectives.” Management of Portfolios defines "An organization’s portfolio” as “the totality of its investment (or segment thereof) in the changes required to achieve its strategic objectives."   @Alexander Apostolov suggested the following definition: “A portfolio is a collection of projects and/or programmes... that share a common investment resource” and @Bryan Fenech proposed: “A collection of organisational change initiatives”.   My own view, based on a VALUE APPROACH, is that a portfolio's function is to identify and allocate resources to the most rewarding organisational initiatives, which may include run and transform initiatives, and to continually balance this portfolio. .   PORTFOLIO DIRECTION In most project-based definitions, BAU (Business-as-Usual) and operations are never questioned therefore, as an organisation, you may invest too much in operations and production when change would be required and vice-versa. Portfolio Direction is the decision process that continually aligns the portfolio to the current context of the organisation. It deals with the “BIG CHUNKS” like: What proportion of our resources will we invest in what type of action to stay relevant in the next year? Portfolio Management is the harmonised and adaptive execution of the decisions made at Portfolio Direction level. Together, portfolio direction and portfolio management need to continually BALANCE the portfolio by questioning an organisation's investment in order to STAY RELEVANT.   CONCLUSION Because most managers are still operating in an annual budgeting context, they are stuck in a view of portfolio that is to distribute resources annually and stay close to the plan during the year. Because BAU is seen as overhead, it is never questioned as part of the portfolio and portfolio managers see their role as maintaining an overall budget of projects, programs and other change actions rather than an ongoing process of adapting to a changing context.   In recent years, a lot of focus has been put on providing benefits and value and portfolio management standards, guides and books have focused on aligning with strategic objectives but, sadly, they are not considering the achievability factor of the portfolio and struggle to maintain the budget in control.   To deliver value to an organisation, the portfolio must focus on initiatives that improve its relevance, distribute its resources accordingly and maintain a sound balance between alignement to objectives and achievability of the initiatives that compose the portfolio. #michelthiry #portfoliomanagement #value #adaptive

Looking forward to another fruitful year where we will continue to grow our knowledge and help our clients succeed in their endeavours.

Valense is very lucky to count Jürgen Oschadleus as a partner. You make us proud.

Anyone have tips for improving emotional intelligence?