Portfolio, Programme and Project Management – how ‘mixed-up’ have we become? Lisa King and Karen Tregaskis

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Portfolio, Programme and Project Management – how ‘mixed-up’have we become?

Within the profession we seem to use the terms portfolio, programme and project management for a wide range of activities in seemingly indiscriminate ways. If this is confusing for us, how on earth do we expect our organisations to make heads or tails of it?

Consistent use of language and approaches is critical to achieving organisational maturity and high productivity. Karen and Lisa will discuss their observations of what’s been happening ‘around town’, how Inland Revenue (IR) has chosen to apply these terms and how that’s played out in their ‘real world’. In their interactive presentation, they will discuss:

How the terms portfolio, programme and project management are being used ‘around town’ and the challenges this may be causing
A stab at how they should be used
How IR have chosen to apply portfolio, programme and project management – and why?
The impact of these decisions and the challenge of applying them consistently

Lisa King – Manager Enterprise Portfolio Management Office – Inland Revenue

Lisa is currently leading the Enterprise Portfolio Management Office (EPMO) in Inland Revenue (IR). Key to her role is to facilitate prioritisation, planning and delivery of change to achieve IR's desired future by providing an enterprise-wide view of all strategic, legislative and business initiatives. In a nutshell the EPMO helps IR decide what are the right things to do and how to do them correctly to achieve the expected business benefits.

Lisa has had a successful career in project management at IR for over 14 years. Her roles include managing a wide range of organisational change initiatives including IT systems development, organisational design, new social policy and tax legislation, and business improvement. Building on her practical experience, Lisa then went on to establish and lead the IR Business Project Management unit. The outcome was organisational recognition of project management as a professional competency and recognised career within IR. This competency is supported by smart practice frameworks and tools. Now all organisational change is implemented through the use of project and programme management disciplines.

Lisa is a member of the Project management Institute New Zealand Chapter, the Prince2 User Group, an active leader in the Wellington PMO Network, and is linked in with other PMO professionals internationally including the US Internal Revenue Service (IRS) and Railinc in US North Carolina.

Karen Tregaskis – Director, Tregaskis Brown Ltd

Karen Tregaskis heads the Tregaskis Brown Ltd consulting team. She brings her unique skills to planning and implementing change and helping organisations to manage their portfolios, programmes and projects more effectively. She’s an expert facilitator, encouraging constructive, effective dialogue at all levels, from the front line to senior management.