Structuring the Supply Chain and Project Portfolios
Traditional organisational structures cannot cope with today’s fast changing external and internal environments, rendering it ineffective and inefficient. This short course will guide managers to shape their organisations cross-functionally, and govern them appropriately in order to deliver the best benefits of strategic importance towards performing optimally and being successful.
Short Course Outcomes
After completing this short course you will be able to:
- Understand that operating cross-functionally enables organisations to operate as a system of synchronised small businesses.
- Demonstrate how cross-functional project and supply chain processes are grouped into programmes and portfolios.
- Shape and structure cross-functional organisational processes and programmes to progress towards maturing as learning organisations..
- Distinguish between portfolios of strategic transformation projects, innovative continuous improvement projects, capital expenditure (investment) projects, and product development (virtual network of partners) projects.
- Motivate the benefits of structuring the supply chain processes cross-functionally into a portfolio of programme groupings.
- Distinguish between a project driven, non-project driven, and hybrid organisational business model.
- Understand that the array of portfolio and programme configurations is not mutually exclusive and support each other in an integrative way.
- Grasp that goals and objectives of all process deliverables must be aligned, and remain aligned, with the strategic objectives of the organisation.
- Explain the important governance role of the Chief Portfolio Officer.
- Describe the benefits of strategic importance associated with all organisational portfolios.