Muddled Management of Portfolios
Like most people these days I seldom truly read a book - properly. I read in fits and starts, I speed read sections and skip others entirely. So perhaps I missed something, but I had hoped the new book Management of Portfolios™ would be about portfolios in general not project portfolios in particular. It's not. it's all about projects. How can one OGC product so utterly disregard another?
Management of Portfolios (MoP) talks about managing holisitically and balancing change against BAU, but it doesn't actually manage a service through its lifecycle.
I got excited when I read that the book addresses "facilitating effective delivery and benefits realization", but it wasn't as I thought. The whole "Portfolio Delivery Cycle" ends with "Handover and close out". What it calls "delivery" is actually "build". "Operations" is shown as an arrow disappearing into the sunset. In other words MoP can't escape its project roots to see beyond the project scope. It manages project portfolios not service portfolios, and that is a fatally flawed approach if one truly wants to achieve balance. Your projects will eat BAU alive.
This seems odd given that it originates from OGC. Management of Portfolios is an ITIL stablemate and comes out within a year of the excellent new revision of Service Strategy, which has a whole section on Portfolio Management. Real portfolios: portfolios of services through their lifecycles. I suggested years ago that the ITIL people and the PRINCE2 people don't talk. This book is further evidence of the fact that nobody is crossing hallways at OGC. At the same time that ISACA are industriously merging all their disparate bodies of knowledge into COBIT 5, OGC - or just the Cabinet Office as it is now - has to do better. One can expect some differing views between books, but a total and utter disconnect - bordering on contradiction - is unexpected and unacceptable.
I can only assume it is retaliation for ITIL ignoring PRINCE2. At least ITIL makes a couple of token mentions of PRINCE2.