Introduction

If there is one concept that every organisation understands, it’s that change is hard. Shifting from the comfortable way you’ve always done things to a brand-new strategy can seem like a daunting task. However, just because your traditional methodology is comfortable doesn’t mean that it is actually making things easier — or that it is efficient, sensible or profitable. And it certainly does not mean it is customer-friendly. Former General Electric CEO Jack Welch is known for advising organisations to, “Change before you have to.” Welch understood that proactive change was critical to becoming a winning organisation and he enthusiastically embraced and applied the concept within his operations.

You would be hard-pressed to find a business today that still relied on a staff of typists banging out memos, bills of sale and customer communications on old-fashioned typewriters. Yet thousands of organisations still rely on similarly siloed technology and antiquated methodologies for some of their most high level operations.

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• LightEdge Solutions, Inc. (LightEdge) is an enterprise-grade cloud service provider, colocation and consulting company headquartered in Des Moines, Iowa. Its services are underpinned by industry-leading security, comprehensive customer care and a network operations center that is monitored 24x7.
• LightEdge is a leading IT service management company and premier provider of compliant hosting, cloud computing, data protection and colocation services. Our rigorous audit procedures and compliance certifications allow us to meet or exceed all top industry standards, including HIPAA, HITRUST, PCI, NIST and more.

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One of the most surprising examples of this is found in the strategies companies use to implement portfolio management and project delivery. The project management office (PMO) is a foundational part of operations and critical to business transformation. Your PMO determines which projects are a priority, assigns deliverables and objectives, manages capacity and designates resources. Yet many organisations neglect optimization of this critical operation, resulting in lost time, money and, most importantly, customers.

This white paper will help you take on the challenge of optimising your portfolio management strategy by leveraging the same kind of Agile concepts that have revolutionised project execution for the past decade. By embracing Agile methodologies at the portfolio level, your PMO will become the driver of responsive change in your enterprise, addressing and improving your greatest business challenges, including prioritising customer satisfaction, streamlining alignment with corporate objectives, and developing key performance indicators for continuous success. You’ll be equipped with the responsive processes, tools and confidence necessary to transform your organisation.

In this Paper:

1. Manual project and portfolio management strategies can create stalls and stops in your operations
2. Elements of successful Agile Portfolio Management
3. Deliver products, no projects, to achieve a consistent focus on value that results in desired outcomes
4. Centralising your projects- regardless of methodology - will close the visibility gap and make everyone more effective
5. Improvement should be an ongoing process that measures actions against results

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Business challenge story

Kindling a spark of an idea

There’s no substitute for experience, and with the cloud computing trend showing no sign of slowing down, early entrants to this marketplace continue to enjoy a first-mover advantage. One such provider—LightEdge—knew that it needed to build on the skills and expertise it had garnered over the years to preserve its lead over emerging competitors.

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Roger Mellman, Director of Enterprise Solutions at LightEdge, elaborates: “Many systems integrators are waking up to the huge opportunities in cloud computing. But you can’t just become a cloud services provider overnight—we at LightEdge have 21 years’ experience to our name. We know how to secure customer environments, have a range of compliance credentials and a proven track record. For us, the challenge was identifying where we should take our services portfolio next.”

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Seeing that the x86 market was having great success in the cloud, LightEdge decided to develop an offering for users of the IBM® Power Systems™ platform, identifying a demand for a low-risk, low-disruption path to the cloud.

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Tom Prosia, Senior Vice President Marketing and Business Development at LightEdge, explains: “It’s a familiar story: lots of companies’ IT experts are retiring soon and there is a growing shortage of skills in the marketplace. Moving to the cloud is the ideal solution—but because the IBM Power environment usually supports their most critical business systems, enterprises need to trust their cloud provider 100 percent before taking the plunge.

“We needed the right strategic partner to ensure that we could make our new offering a success. It had to be failsafe in terms of performance and reliability, but we also needed to work out a cost model that meant we could offer competitive pricing.”