Though it seems straightforward to simply invest dollars in the status quo, a good portfolio must consist of a balance of investments. To achieve this goal, we as project portfolio managers can look to a few simple guidelines inspired by the oil industry: oversubscription, prioritizing investment and providing ample lead time. Read on to understand more about the O.I.L. pipeline…
Why do enlightened companies work to develop better project portfolio management systems--but also implement approaches that dramatically limit their ability to actually select the right projects at the right time? In this two-part series, we will look at the project selection process from two different perspectives in order to identify some of the challenges they experience individually and collectively.
While working for a small firm, a new PM was asked to go to a major company to help them integrate their IT PMOs...leading to the worst three months of his career. As his two-part article concludes, we find out if if there was truly a light at the end of the tunnel--or just a train coming the other way.
Organizations are expected to deliver more and more with less and less, and that has in part led to the growth of organizational project management. But in this writer's experience, organizations have not been able to define what a successful OPM model looks like. How do you maximize the return on Organizational PM?
An IT project can’t do it on its own; it takes customer involvement to keep things moving. So what can your PMO learn from a visit to the car wash?
This executive communication strategy will go a long way to prevent middle management inertia when implementing project portfolio management. Here we look at the cascade that breaks down the management wall to PPM.
The portfolio manager is the strategic spearhead of your project organization, and there is a lot of mystery about an organization’s strategic planning process. The PPM function of your organization needs to be in the center of this process, and in this article we explore some of the functions that it needs to perform.
In the history of organizations trying to implement and get some value from project management, there has been a string of buzzwords that have captured the hearts, minds and budget approvals of senior executives. Why doesn't the hype of portfolio management seem to measure up in real life?
"One, two...the portfolio's coming for you! Three, four, better lock your door!" For a company to be successful, it needs to have a high-performance project portfolio. If it misses the mark, everyone is relegated to the B-movie horror of High Spending and Low (or No) Return for their Money.
ROI can get muddy, and the priority of projects can be changed after they've been started. So how do you quantify disruptions to progress and the impact on morale and relationships? Hopefully, through this article you will glean some insights and ideas on how to improve an ailing IT project prioritization process. And guess what? It's not as difficult as you might think!
Portfolio managers don’t always need a full-feature package with all the bells and whistles. Reviewing the variety of solutions available led this writer to generate a basic list of PPM requirements as well as a few nice-to-have features--leading him to a recommendation.
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"I never forget a face, but in your case I'll make an exception." - Groucho Marx |
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