In the previous blog, we introduced the first stage of the business transformation model VAPORS, called Value. In this blog, we will explain the second stage, ‘Assign’. As a reminder, the VAPORS Model consists of 6 stages:
– Value
– Assign
– Progress
– Output
– Results
– Supervision

‘Assign’ is the second stage of the business transformation model and is all about organising, empowering people and funding initiatives to realise the earlier determined ‘Value’ objectives. It is the translation of strategic initiatives into portfolios and programs, and answers the question of How? With the establishment of portfolios and programs, strategic activities will be grouped, resources and direction assigned and planned in time (hence the name ‘Assign’).

What is the difference between a portfolio and a program? According to PMBOK Guide, 7th Edition:
– A portfolio is a grouping of projects, programs, subsidiary portfolios and operations managed to achieve strategic objectives.
– A program is a grouping of related projects, subsidiary programs and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually.
Breaking down strategic initiatives and grouping these into portfolios and programs help to prioritise, plan and add resources.

The prioritisation can be done using different measures like
– Highest benefits realisation expectancy
– Logical order (portfolio A first, before portfolio B can start)
– Availability of internal (or external) resources
– Size and impact of the portfolios
– Management preference
As long as the underlying logic of the prioritisation is clear and communicated within the organisation, it does not matter which measure will be taken. Of most importance is the prioritisation itself and the internal communication so everybody understands. And as in life, future planning can always be adjusted based on the events occurring.

Once the priority has been set, the plan can be created to see how the portfolios and programs relate to each other in time as well as with other, operational activities within the organisation. This overview should allow for a first indication of resource allocation, work load of resources and possible risks involved.

In most companies, project activities by internal resources always have an impact on the available time for their other, more operational activities. With the importance of specific portfolios, it is important to have a realistic estimate of the amount of time internal resources can spend on project activities. Internal resources are key for the succes of any business transformation activity, but their availability will be overestimated. Hire the right resources in time, or rely on external resources where needed.

Different blueprints can be used, for example a Prioritisation Matrix, a Benefits Map and a Cost-Benefits Matrix. And our toolkit holds several tools for this stage to be used, like:
– ADKAR
– Innovation Adoption Curve
– KOPE Capability Matrix
– ….and many more
This is an important stage and incomplete information, uninformed understanding of the impact of the workload and risks can have massive impacts further down the road. These blueprints and toolkits make it easy to support the processes in this stage and make sure nothing will be left out.

‘Assign’ is the second stage of our business transformation model and groups strategic business initiatives into portfolios and programs and help to prioritise, plan and add resources. The following stage is ‘Progress’, the subject of our next blog.