Partnership Management & Project Portfolio Management Partnerships and strategic management for projects, programs, quasi- projects, and operational activities In the digital age – we need appropriate socio-technical approaches, tools, and methods for: • Maintainability • Sustainability • Integration • Maturing our work activities At the conclusion of this one-hour session, participants will: • Be able to define partnership management and project portfolio management. • Be able to identify examples of governance models to support partnerships. • Be able to share examples of document/resource types for defining and managing partnerships within project portfolio management. • Be able to describe how equity relates to partnerships and partnership management. Provider, Partner, Pioneer Digital Scholarship and Research Libraries Provider, Partner, Pilgrim (those who journey, who wander and wonder) https://www.rluk.ac.uk/provider-partner-pioneer-digital-scholarship-and-the-role-of-the-research-library-symposium/ Partners and Partnership Management Partner: any individual, group or institution including governments and donors whose active participation and support are essential for the successful implementation of a project or program. Partnership Management: the process of following up on and maintaining effective, productive, and harmonious relationships with partners. It can be informal (phone, email, visits) or formal (written, signed agreements, with periodic review). What is most important is to: invest the time and resources needed to maintain partnerships, communicate regularly with partners, and both have the opportunity to assess how things are going. http://www.panda.org/standards/3_4_partnerships_and_partner_management Partnership Management + Project Management ||| Project Portfolio Management Definitions Project Management (PM) Project Portfolio Management (PPM) Doing Projects Right Doing the right projects (programs, components), right Application of knowledge, skills, tools & techniques Application of knowledge, skills, tools & techniques to project activities to meet project requirements to a portfolio of projects to meet needs of an organization’s strategic goals Stakeholders: owners, sponsors, end users Stakeholders: senior leadership, internal and external users Stakeholder needs: project deliverables/ requirements, Stakeholder needs: optimal investment of resources, controlling costs & schedule ROI, strategic alignment for all partners PMI: What is a Portfolio? Portfolios are: • Artificial constructs • Collections of endeavors to change the organization. • Endeavors often take the form of programs, projects, quasi-projects (like continuous improvement initiatives), and operational activities. • Formed to help organizations better manage related components • Managed together to achieve certain strategic objectives • May be related or unrelated; with an underlying logic on why these components are grouped together in this portfolio The Purpose of Portfolio Management • Execute Strategy • Maximize Organizational Value • Enhance Decision Making • Manage Organizational Change Fundamental Principles of Project Portfolio Management 1. Strive to achieve excellence in strategic execution 2. Enhance transparency, responsibility, accountability, sustainability, and fairness 3. Balance portfolio value against the overall risk 4. Ensure that investments in portfolio components are aligned with the organizational strategy 5. Obtain and maintain the sponsorship and engagement of senior management and key stakeholders 6. Exercise active and decisive leadership for the optimization of resource utilization 7. Foster a culture that embraces change and risk 8. Navigate complexity to enable successful outcomes Paradigm Shift: Project Portfolio Management represents a shift of view from the single project view to a total portfolio view. Stanford Quote Using PPM Processes/Stages Project Management Project Portfolio Management • Initiating • Inventory • Planning • Analyze • Executing • Align • Closing • Manage (Prioritization, • Monitoring and Controlling Scheduling) • Performance Reporting • Monitoring • Communicating Adjustments • Documentation • Optimization Portfolio life cycle: all stages are cyclic/iterative. Operationalizing Elements of PPM: Inventorying • Identify • Projects, programs, other forms that are included in this artificial construct (feasible, under consideration, proposed, approved, underway, on-hold, completed, cancelled) • For each project/program within the portfolio, identify: • Categories • Stakeholders, Project owners, Partners • Governance • Evaluation plans • For the portfolio • Methods for selecting, prioritizing, balancing, authorizing, optimizing • Methods for accountability and performance reporting • Methods for monitoring and communicating adjustments (phases, actions, close- out) Resources for Operationalizing Elements of PPM • Examples from grants, dLOC, Celebrating Cuba!, OJS, LibraryPress@UF, dLOC/UFDC permissions agreements • Project charters • MOUs • Partner applications • Governance: bylaws, advisory boards • Project methods: GANTT, calendars, timelines, check-ins (forcing functions, trigger events) Partnership Management Main steps: 1) Establish and review partnerships; 2) Determine governance; 3) Formalize partnerships; and 4) Maintain strong relationships with partners. Simultaneous, iterative Guiding Principles of Partnerships • Formed to serve a specific purpose and may take on new goals over time. • Agreed upon mission, values, goals, measurable outcomes and processes for accountability. • Relationship characterized by mutual trust, respect, genuineness, and commitment. • Builds upon identified strengths and assets; works to address needs/increase capacity of all partners. • Balances power among partners and enables resources to be shared. • Partners make clear and open communication an ongoing priority, striving to understand each other’s needs and self-interests, and developing a common language. • Principles and processes are established with input and agreement of all partners, especially for decision-making and conflict resolution. • Feedback among all stakeholders, with the goal of continuously improving the Partnership and its outcomes. • Shared benefits with all partners of the Partnership’s accomplishments. • Can dissolve, and when they do, have/need to plan a process for closure. • Consider the nature/environment where they exist as a principle of their design, evaluation, and sustainability. • Values multiple kinds of knowledge and life experiences. https://www.ccphealth.org/principles-of-partnership/ and also see: https://www.oecd.org/cfe/leed/36279186.pdf Building a Partnership Equity should be a guiding principle in building a partnership, as should (for many partnerships) a “bottom-up” structure. Political will and human and financial resources are also needed. One essential step in building a partnership is to ensure that everyone involved knows what the partnership is about, who is doing what, and which outcomes are expected. If possible, a partnership should be built on appropriate structures already existing in the area. Establishing and implementing a partnership is basically a dynamic process. The procedure includes several phases: preparation, drawing up a contract (where thought necessary), establishing a work programme, implementing the work programme, and monitoring and evaluation on an ongoing basis. https://www.oecd.org/cfe/leed/36279186.pdf Digital Partnerships & Strategies Department founded to support: • Partnerships • Complexity with multiple partners, projects, programs, quasi-projects, and operational activities. We work to: • Further strategic alignment, in ways that leverage resources and build capacity and community, and in ways that support multiple dependencies to best deliver for return on investment. • Support others in partnerships, and project portfolio management. https://www.coar-repositories.org/news-media/good-practice-principles-for-scholarly-communication-services/ Digital Partnerships & Strategies: What we do & manage Partnerships and Governance models • Scholarly Boards, Editorial Collective, Supporting Editors, Best practices LibraryPress@UF: SOURCE, books, journals, digital scholarship • IR@UF • OJS • PressBooks • Reclaim Hosting • Open Educational Resources/Textbooks Integrated workflows across groups: • Project development (grants, etc.) • Design (banners, logos, specific publications), Style guides • Template policies • Copyright consultation and advising; Workflow consultation and advising • CIP, catalog record, ISBN, ISSN, DOI, record-only in digital collections, UFDC • Printed copies • Digital preservation (UFDC and beyond) Additional Points to Remember on Partners • What kind of partnerships and relationships? • How will you communicate and when? • What hours are expected? • For Partnerships, will you add personal: • Cell, text message, Twitter DM, Facebook, WhatsApp • Nights, weekends, holidays (note international holidays differ) • For Partnerships where you are adding, how are you communicating internally? • Digital Partnerships & Strategies offer multiple models. Resources for partnerships & collaborative work List of many resources: https://ufdc.ufl.edu/l/AA00068592/00001 • Examples from grants, dLOC, OJS, LibraryPress@UF, dLOC/UFDC permissions agreements • Project charters • MOUs • Partner applications • Design brief • Template journal policies • Style guide – coming • Intersections Handbook Goals from this session: • Be able to define partnership management and project portfolio management. • Be able to identify examples of governance models to support partnerships. • Be able to share examples of document/resource types for defining and managing partnerships within project portfolio management. • Be able to describe how equity relates to partnerships and partnership management..