Programme and Portfolio Capability: Change Agents, Competency Frameworks and Actions of People

Running head: Programme and portfolio capability
Portfolio management
Name of Student
Name of the University
Author note

PROGRAMME AND PORTFOLIO CAPABILITY1
Table of Contents
Part 1..........................................................................................................................................2
Change agents for organizational development.....................................................................2
Managers................................................................................................................................2
Management consultants........................................................................................................3
Employees..............................................................................................................................3
Part 2..........................................................................................................................................3
Part 3..........................................................................................................................................4
Provide an example of an organisation that utilises/utilised change agents as part of a major
change initiative to develop its programme or portfolio management capability..................4
Competency frameworks for programme and portfolio management...................................5
Actions of people that can affect an organisation’s capability to deliver effective and
efficient PPM.........................................................................................................................6
References..................................................................................................................................8

PROGRAMME AND PORTFOLIO CAPABILITY2
Part 1
Change agents for organizational development
Over last two decades, the significance and role of the change agents for the overall
development of the organizations has become a matter of enormous interest. Change agents
may external or internal to the organization, who actively participate in the development
programmes of the organization by concentrating on several matters such as, organizational
improvement, development and effectiveness (Too and Weaver 2014). The change agents
having several interpersonal skills such as, creativity, risk adoptability, possessing clear
thoughts and has the ability to conceptualize will surely become advantageous for the
organizational development (Caldwell 2003). Change agents are important in serving
distinctive roles within the change initiatives as the proponent of change and conduit between
the leadership and the rest entities of the firm. Several change agents for enhancing the
productivity of the organization can be as follows;
Managers
Every time when the business intended to introduce any kind of change, it always
relies on the productive communication from the organizational management for gaining
acceptance from the employees. Traditionally, the managers in the organizations are
considered to be the persons with power and legitimate authority to direct and observe the
organizational activities of one or more subordinates (Blomquist and Müller 2006).
Managers of the organization play vital role in motivating as well as informing the employees
about every organizational activities to ensure high productivity of the organization. It is
necessary for the managers to make the employees understand as well as show positive
response towards the major business changes such as, adoption of new technologies,