Most recovery effort on post-acquisition technical integration is spent on problems that were visible early. Projects involving the wider project and portfolio delivery agenda are rarely late all at once; they are late a day at a time. Participants leave with a method for the project and portfolio delivery discipline, not a set of opinions about it. Moving post-acquisition technical integration from written policy into daily practice is not achieved by a single decision. They acquire practical criteria for judging when this part of project and portfolio delivery is working and when it is only appearing to. The programme works equally well for those formalising this aspect of project and portfolio delivery for the first time and those improving an existing approach. Mature organisations treat post-acquisition technical integration as a standing capability rather than a project that finishes. Work is grounded in real cases drawn from the practice within project and portfolio delivery, which each participant adapts to conditions in their own organisation. Work concludes with a self-assessment of this aspect of project and portfolio delivery that participants can repeat annually.
Expected Learning Outcomes
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Recover post-acquisition technical integration when it is behind, without pretending it is not.
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Translate policy on post-acquisition technical integration into procedures that hold up under day-to-day pressure.
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Assess whether post-acquisition technical integration should continue at each decision gate.
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Identify and quantify the risks to post-acquisition technical integration and assign owners.
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Control change to post-acquisition technical integration so every variation has a price and a decision.
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Agree the first three actions on post-acquisition technical integration that will be taken on returning to work.
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Set a realistic target state for post-acquisition technical integration and a defensible route to it.
Who Should Attend
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Risk managers assessing the exposure created by post-acquisition technical integration.
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Project sponsors accountable for the outcome of post-acquisition technical integration.
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Team leaders and supervisors who put post-acquisition technical integration into practice day to day.
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Business change managers handling adoption of post-acquisition technical integration.
