Tasks for Transformation Director >
| Process | Milestone | Task | Guidance |
|---|---|---|---|
| Opportunity Scanning | External Scan | Lead the impact assessment of external factors and facilitates decisions on actions to take for the portfolio, not the whole organisation. |
You are the key advisor to the board, and as such should be able to provide the expertise and advice on the strategic impact of the change that has been identified[for the portfolio, not the whole enterprise]. |
| Opportunity Scanning | Internal Scan | Lead the impact assessment of internal factors and facilitates decisions on actions to take or makes decisions, depending on scale and delegation levels? |
You are the key advisor to the board, and as such should be able to provide the expertise and advice on the strategic impact of the change that has been identified [for the portfolio, not necessarily for the whole organisation (e.g. may be BAU impacts, or BAU/change tensions only the CEO can resolve]. |
| Opportunity Scanning | Idea Strategic Assessment | Facilitate the decision on whether to proceed. |
There may be many different views on whether the idea is viable. The next stage will be to do more research which should not be too daunting, however, there is a danger that all ideas are approved which will absorb the limited resources in the organisation. |
| Balancing the Portfolio | Financial Performance Assessment | Produce the financial forecasts for the Portfolio and present to the board. |
It is down to you to ensure that all changes are reported to the board, so appropriate due diligence will be needed to ensure there is full transparency. |
| Balancing the Portfolio | Benefits Performance Assessment | Present the benefit forecasts to the board. |
The portfolio of benefits will ebb and flow as conditions change, however, there should be no nasty surprises for the board. A key element in the reporting should be the level of risk associated with valuations so that expectations are in line with what will reasonably happen. Assurance reviews of the benefits accounting processes are advisable at regular intervals. |
| Balancing the Portfolio | Statutory Compliance Performance Assessment | Present the current risk profile to the portfolio board. Report statutory compliance status to appropriate Scrutiny panels. |
The aggregating effect of risks across the portfolio needs to be transparent to the board. The assessment may well extend into areas broader than statutory compliance depending on the priorities of the portfolio board. |
| Balancing the Portfolio | Change Delivery Performance Assessment | Present Transformation Change Delivery Performance Assessment to portfolio board. Provide report to appropriate Scrutiny panels. Commission independent assurance of performance. |
The effectiveness of programme and project delivery is the driving force for effective change. The delivery performance is your core business area so it is likely that you will need to account for any poor performance and have plans to address it. Maturity assessments are one way of having independent assurance undertaken. |
| Demonstrate the value | Evidence and evaluation completed | Present findings and recommendations to portfolio board. Report to appropriate scrutiny groups. |
This is the point where ideas may feed into the Scan process under your stewardship. There may be evidence that benefits and change aren’t available so lead to some difficult discussion about the future viability of the programmes and the benefits. |
| Demonstrate the value | Benefits released | Authorise the benefits achievement. Report to portfolio board and appropriate Scrutiny bodies. |
This is a key part of the portfolio process as the benefit is now formally accounted for as part portfolio process. You need to be sure that all the protocols have been observed in terms of double counting and that the measurements have been validated. |