Project and Portfolio Management

Project and Portfolio Execution.

Seamless Project and Portfolio Integration,
Engaged Planning & Execution, Targeted Delivery & Results.


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Formal Project Management has been a profession for decades and yet surprisingly, we often encounter managers and leaders who do not understand the project management lifecycle and the Project Manager’s role.  From our experience, the Project Manager is a key leader in executing the projects that comprise an organization’s strategy. 

To be effective, Project Managers must possess two broad areas of skills:


  • Strong project management fundamentals or the “science” of project management.
  • Strong interpersonal and communications skills or the “art” of project management.

Our philosophy aligns with the Project Management Institute’s Project Management Body of Knowledge (PMBOK®).  Like much of the industry, we have found that the PMBOK® expresses the “science” of project management well, and helps guide Project Managers in the mechanics of project management within areas such as cost, schedule and scope.  However, the “secret sauce” to project management is not the science or the methodology or the templates.  As long as a loose framework exists, the real challenges lie elsewhere in most corporations.  The PMBOK® does not do a good job of addressing the HOW of successfully managing projects and the competency side tied to the soft skills and art of managing people and politics that often are a major component of strategic initiatives.

The Project Manager is both a formal and informal leader depending on circumstances and therefore, must exemplify leadership traits including outstanding interpersonal skills, emotional intelligence, and strong communication skills.  Likewise, Project Managers must be adaptable to be able to align their style with the culture of the organization and the personality of their stakeholders. This is the “art” of project management and the most difficult element to learn and assess. 


At Lewis Fowler, we believe that these capabilities must be in place for a Project Manager to be truly successful and to help enable a Project Capable OrganizationSM.  With well over a hundred years of collective project management experience delivering on our customers’ most important projects, we have learned a great deal about what makes Project Managers successful, and how to help organizations build an internal project management competency.  Lewis Fowler starts with the ten bodies of knowledge tied to PMBOK®, and then adds the soft skill/”art” assessment.  Having assessed thousands of Project Manager candidates, we believe project execution starts and ends with the competency of the Project Manager.