Projects involving smart grid projects are rarely late all at once; they are late a day at a time. The estimate for this part of project and portfolio delivery that nobody challenged is usually the one that fails. The course sets out a working method for this area of project and portfolio delivery that participants can apply the week they return. Exercises escalate in difficulty, ending with the ambiguous situations that make smart grid projects hard in practice. Progress on the project and portfolio delivery capability is usually lost in the gap between approval and execution. Participants gain a realistic view of what the practice within project and portfolio delivery costs and what it returns. Organisations that document smart grid projects properly resolve disputes about it far more quickly. The content is relevant to those who own this strand of project and portfolio delivery and to those who are held accountable for its results. The final session converts the week's work on the project and portfolio delivery capability into commitments with owners and dates.
Expected Learning Outcomes
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Plan handover and benefit realisation for smart grid projects.
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Anticipate the objections that smart grid projects will attract internally and answer them in advance.
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Choose the delivery approach for smart grid projects — predictive, adaptive or hybrid — deliberately.
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Set acceptance criteria for smart grid projects before work begins rather than after.
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Track progress on smart grid projects by earned value rather than by activity completed.
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Design a practical operating method for smart grid projects that fits the organisation's size and maturity.
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Build the reporting on smart grid projects that gives early warning rather than reassurance.
Who Should Attend
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Business change managers handling adoption of smart grid projects.
