new to this unit) to be successful, the following steps must be followed under the guidance of the portfolio management, and in collaboration with the individual project managers and PMO:
• Transition from the existing pure-functional organizational structure to a matrix-style structure by which key functional executives, comprising a newly formed portfolio process committee, would be directly responsible for making portfolio-management decisions;
• Identification of the strategic goals of both the SBU and the parent company, Sony, and reevaluating goals as the market or technologies shift, or as Sony adjusts its corporate strategies;
• Adoption of appropriate methods and mechanics (i.e. strategic road map, target resource split, strategic buckets) for aligning these strategic goals with the project portfolio;
• Management of the portfolio by means of a set of selection criteria for proposed projects, as well as reallocating, reprioritizing, and/or rescheduling current projects at various phases of the pipeline, (thus the portfolio and project management processes become interconnected, and the portfolio is constantly reevaluated).
As the portfolio management process aims to preserve existing functional departments and minimize impact on the flow of existing operations, we recommend a transition to a project/functional matrix over the next 12 months. Our proposed organizational structure would include all current “vertical” departments, served by a central PMO and each represented by their line director, who in addition to their functional areas, would actively shape the portfolio decision-making as well. The directors of each of these lines will be included in quarterly portfolio committee meetings. Facilitating these meetings and serving as a central resource for portfolio management and strategic alignment, the PMO and portfolio management functions will span across “horizontally” across all of the line functions. The lines represented “vertically”,...