Portfolio Management Implementation Report

This report investigates the implementation of Project Portfolio Management in GMR Group. It evaluates the situational context, portfolio evaluation, portfolio management, maturity levels, and corporate culture.

Running head: PORTFOLIO MANAGEMENT IMPLEMENTATION REPORT
Portfolio Management Implementation Report
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction......................................................................................................................................2
Situational Context......................................................................................................................3
Portfolio Evaluation.....................................................................................................................5
Portfolio Management.................................................................................................................7
Maturity Levels............................................................................................................................8
Corporate Culture........................................................................................................................9
Conclusion.....................................................................................................................................10
References......................................................................................................................................11

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Introduction
If a project is implemented correctly according to the device Project Portfolio
Management, it has the potential to completely transform the approaches that the organization
currently possesses with regards to the management of the projects and advances the growth of
the business in a much larger aspect (Archer & Ghasemzadeh, 1999). The Project Portfolio
Management approaches ensure that the organization are able to execute its projects within the
correct execution times as predicted maintaining the consistence for the delivery of maximum
business value. Project Portfolio Management can be regarded as the primary key for a business
organization to attain the maximum level of competitive advantage to help the organizations in
making an effective decision in a timely way. Given the condition of the organization of the
GMR group, and the way it has been proposed to handle its Project Portfolio Management, it can
be clearly seen that handling all the huge megaprojects within the organization would be made
much easier with the techniques and would only add value to the organization. It had been seen
previously that the Project Portfolio Management proposal for the projects the GMR Group
handles has been accepted heartily by the executive management but there still are resistances
from the other people in the organization who would be affected by the Project Portfolio
Management proposal since it will affect their day to day operations.
The report will thus represent an investigation of the entire organization on the basis of
the situational context of the organization that would represent how the organization has been
absorbing all the changes and executing the plans according to it. Followed by this, there would
be an analysis on how the Portfolio can be evaluated on how the methodology used for the
organization is helping it to its utmost level in achieving the targets. Next would be the analysis
of the way the Project Portfolio Management is being conducted to take a look on how the

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Project Portfolio Management ensures the collective projects of an organization are allied with
the strategic objectives it has followed by the Project Portfolio Management implementation
maturity levels and the way it is affecting the Corporate Culture within the organization.
Situational Context
GMR Group is identified as one of the major organization in the industry that has its soul
focus on the market of industrial developments. Over the past 28 years since its establishments,
the organization has made rapid developments in the context of constructing jute mills at the
initial level to handling the megaprojects of constructing airports in the recent time. The
organization is associated with the construction of major and critical infrastructure development
projects in the metro cities like Delhi and Hyderabad airports (Silvius, Schipper & Planko,
2012). The current context of the organization has proven the fact that it has been developing
heightened ideas for the organization and its business process but it will require a much more
attention to the way the project is being handled, which is why the organization is looking for a
Project Portfolio Management methodology that would provide a much more balanced lookout
on the way in which the investment in these projects would be done in an effective and feasible
way benefitting the business organization.
The organization of GMR group has been so far handling airport, energy, transportations, and
urban infrastructure development projects, but recently it has bagged the development of the
entire airport at Mopa, Goa. This would be major project for the GMR Group since the entire
airport facilities would be building as a Greenfield Airport, which would be one of its kinds.
These would be brought up with the help of Integrated Passenger Terminal Buildings, Runways,
Taxiways, Rapid Exit Ways, and many others and has a tentative completion time of September
2020 (Killen, Hunt & Kleinschmidt, 2008). This is where the organization would need the

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methodologies for the Project Portfolio Management for utilizing the potential of the company in
optimizing the projects to its best to improve the ways by which the organization handles its
current projects.
The organization is so far doing well when it comes to delivering the projects and
manufacturing the infrastructure of the proposed projects. The execution program has been a
little turbulent and somehow few deadlines have gone somewhat out of proportion few times,
which is why the organization needed a proper Project Portfolio Management technique to
handle its projects in a better way and present the organization is a much better position than it is
now (Cooper, Edgett & Kleinschmidt, 2001).
Since, the organization is an established one; it has all the relevant specifications for the
acceptance of the methodology that has been suggested in the proposal for the Project Portfolio
Management plan. The acceptance and absorbing of the entire associated activities in the
organization is somewhat creating a discrepancy in the process of the Project Portfolio
Management methodology implementation (Archibald & Archibald, 2016). This is because; the
Project Portfolio Management plan is affecting the people associated with the organization in
such a way that it is affecting the day to day activities of them. This is causing a problem for the
within the organization, but the report would present how the Project Portfolio Management plan
cannot be taken as an option but should be treated as the only option to make the organization
work in the best possible way throughout the project life cycle.
Given the considerations of the people in the organization and the problems that they are
having with the Project Portfolio Management plan and the entire situation of the project
execution affecting their day to day activities is one big discrepancy in the project that ensures
that the company has not yet fully understood the potential of the Project Portfolio Management

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methodology and should treat the Project Portfolio Management as the only option to elevate or
improve the way by which the organization handles its projects (Blichfeldt & Eskerod, 2008).
Portfolio Evaluation
For the evaluation of the overall project portfolio, the organization of GMR Group utilizes
the methodology of Unified Portfolio Management or UPM Model. As per the definition of the
Project Management Institute, this model is adopted by the organization since it has the potential
of handling all the projects running within the organization that handle the different forms of the
operation organization along with the organizations that are project based in nature
(Hadjinicolaou, Dumrak & Mostafa, 2017). It enables the management of IT and Business
portfolio and the Enterprise Architecture Management capabilities with the utilization of the
unified planning of the enterprise ecosystem for the organization at all organizational levels.
In comparison of the other tools and methodologies for Project Portfolio Management,
Unified Portfolio Management tool or UPM tool is used since it abides by the shifting in the
market environments and enables the organizations to be under the pressure of identifying their
own goals and the path required to gain competitive strategic advantage over other organizations
in the market that can be considered as a competition for the GMR Group (Martinsuo &
Lehtonen, 2007). It maximized the value of the organization and increases the market shares.
The methodology forms the base of the modernized digital business by understanding the impact
of the project the GMR group has been handling at an advanced operational level.
Globally, there are different organizations available who utilize the infrastructure
development as a service provided to the customers. The global arena welcomes the utilization of
UPM methodology as a Project Portfolio Management process since it has been serving the
projects running within an organization to follow a unified path that helps the organization in a

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much more composed and effective way (Silvius & Schipper, 2014). If the GMR Group does not
find it necessary to adapt to the UPM methodology, it would fall short of the Project Portfolio
Management implementation for the projects running within the organization in adopting a
unified path for all the projects.
Analysing and evaluating the business management lifecycle of the evaluation process of the
upm methodology the following can be regarded as the benefits the organization can access with
the utilization of the proposed Project Portfolio Management methodology:
 The various projects that are under the infrastructure development project for GMR
Group is formulated in the same way and thus it would be easier for the organization and
its employees within each development team to understand the deliverables of the project
which would make is feasible for the understanding of the requirements for each task for
the employees (Thakur & Workman, 2016). It would deliver a unified path for the
evaluation of these processes that would help the GMR group to understand the outcome
of the project for the duration of its life cycle.
 The process of documentation would thus be easier to adapt to identification of the
monitoring of the project would be much easier to realize the benefits that the projects
serve to the organization.
 The projects and process would be similar in line to achieve the required benefits.
Benefits Realization Management or BRM would be an effective way to achieve and
evaluate given the upm methodology since it would give a clear idea to realize the evaluation of
the time and resources that are invested for each project. Thus, it can be easily said that the
organization would be able to assess the benefits and scope of further benefit for the overall
operations and resources of the organization.

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Portfolio Management
There are various understanding of the upm methodology that ensures that the Project
Portfolio Management technique is actually benefitting the collective projects of the GMR Group
and ensuring that all its strategic goals and objectives are achieved (Morris & Pinto, 2007). This
can be evaluated in the following way:
 The original vision of the organization to ensure the customers is delivered with the rich
and diverse experience with the services provided by the company is fulfilled with the
upm methodology for the Project Portfolio Management proposal.
 The GMR Group has a mission for providing its customers with the most vibrant and
extravagant infrastructure possible along with state of the art technicalities and durability.
This is also realized with the utilization of the Project Portfolio Management
methodology.
 So far, the GMR Group has been identified as one of the leading infrastructure
development organization, but this implementation of the Project Portfolio Management
methodology would ensure that it becomes the best ever organization to deliver the
respective services to their customers (Blomquist & Müller, 2006).
 The necessary factors that would ensure that the Project Portfolio Management
methodology is working as a benefit to the organization clearly can be seen in the unified
planning and operational levels, high integrity and quality level, provision of a next level
platform for further development, and lowest TCO in the market.
 The Project Portfolio Management methodology would also provide the organization
with a much more easy and effective success factor.

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The Project Management Office has indeed been introduced within the organization and as a
result it has played vital roles in information and employee management within the organization
of GMR Group regarding the standardization of practices. It has also made the organization
achieve heightened project success but so far it has been found that there is still scope for further
improvement and this is why as an alternative process, there has been the implementation of the
Project Portfolio Management methodologies within the organization (Crawford, 2006). It was
done only to make the organization utilize the best possible methodology to make sure that all
the projects are completed at the best possible way to make the organization be the best in
business.
The organization of GMR Group is currently utilizing the process of portfolio selection
process to realise which Project Portfolio Management tool would be the best for the
implementation within the organization and would ensure that they are effective in delivering the
project requirements. These processes include SWOT analysis, Stakeholder Matrix, Cause and
effect diagram, Risk Map and Decision tree (Reyck et al., 2005). The proper utilization of each
of these tools and techniques ensure that there has been the most appropriate utilization of
Project Portfolio Management technique that would help the organization reach its best possible
project outcome.
Maturity Levels
When it comes to adapt to the currently proposed Project Portfolio Management
methodology within the organization, it can be said that the executive management authority has
realized the approach of the Project Portfolio Management methodology, but the same level of
maturity is not found within the employees of the organization. They are not finding the Project
Portfolio Management methodology to be feasible enough as they are unable to understand the

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outcome and benefits of the methodology (Martinsuo, 2013). As a matter of fact, they have been
opposing the entire idea of enabling the Project Portfolio Management methodology into the
organization as they fear that it would regulate and change the day to day activities of them
within the organization that they have been currently serving within the organization. Thus, it
can be said that the organization do not have the required level of maturity to realize the benefits
of the Project Portfolio Management proposal (Letavec, 2006).
According to PMBOK, the Project Portfolio Management Maturity Model would be feasible
for the organization to realize the benefits of the Project Portfolio Management methodology
proposed to be used within the organization to handle the situation for every project the GMR
Group takes in.
This model can be realized mostly by attaining self clarity within the employees of the
organization, but it would be more feasible if some third party is introduced within the
organization. They would help the people within the organization to realize the auditing done for
the project and that would help the organization to realize that there has been an immense change
within the organization that is only pointing towards the benefit of the project (Kendall &
Rollins, 2003).
Corporate Culture
After the assessment of the corporate culture of the organization, it can be said that the key
internal stakeholders of the organization would definitely be influence and would add value to
the Project Portfolio Management methodology and in turn it will benefit the organization
(Wiersma, 2017).

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The aspect of understanding the project deliverables and the benefits regarding the
organization audit and profit tracking would help the management to understand the
sustainability criteria (Rose, 2013).
There are challenges in the organization regarding the understanding of the Project Portfolio
Management techniques but there are not many challenges found within other aspects of the
organization in looking for much more complexities that are present within the Project Portfolio
Management implementation (Turner, 2014).
Conclusion
Thus it can be concluded that the Project Portfolio Management methodology utilized for
the GMR group and the Unified Portfolio Management methodology is feasible for the
organization and the various project the organization handles. This has been realized with the
analysis of the entire organization based on the situational context of the organization that has
represented how the organization has been absorbing all the changes and executing the plans
according to it. It has also been described based on the evaluation of the Project Portfolio
Management on how the methodology helps the organization to its utmost level in achieving the
targets. Another analysis in the way the Project Portfolio Management is being conducted to take
a look on how the Project Portfolio Management ensures that the collective projects of the
organizations are in line with its strategic objectives followed by the Project Portfolio
Management implementation maturity levels and the way it is affecting the Corporate Culture
within the organization.

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References
Archer, N. P., & Ghasemzadeh, F. (1999). An integrated framework for project portfolio
selection. International Journal of Project Management, 17(4), 207-216.
Archibald, R. D., & Archibald, S. (2016). Leading and Managing Innovation: What Every
Executive Team Must Know about Project, Program, and Portfolio Management.
Auerbach Publications.
Blichfeldt, B. S., & Eskerod, P. (2008). Project portfolio management–There’s more to it than
what management enacts. International Journal of Project Management, 26(4), 357-365.
Blomquist, T., & Müller, R. (2006). Practices, roles, and responsibilities of middle managers in
program and portfolio management. Project Management Journal, 37(1), 52-66.
Cooper, R., Edgett, S., & Kleinschmidt, E. (2001). Portfolio management for new product
development: results of an industry practices study. r&D Management, 31(4), 361-380.
Crawford, J. K. (2006). Project management maturity model. Auerbach Publications.
De Reyck, B., Grushka-Cockayne, Y., Lockett, M., Calderini, S. R., Moura, M., & Sloper, A.
(2005). The impact of project portfolio management on information technology
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multiplying ROI at warp speed. J. Ross Publishing.

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Killen, C. P., Hunt, R. A., & Kleinschmidt, E. J. (2008). Project portfolio management for
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Letavec, C. J. (2006). The program management office: Establishing, managing and growing the
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customer relationship management (CRM): Are your customers platinum, gold, silver, or
bronze?. Journal of Business Research, 69(10), 4095-4102.

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Turner, J. R. (2014). Handbook of project-based management(Vol. 92). New York, NY:
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