Project Management

At The Right Time PPM

Mike Donoghue is a member of a multinational information technology corporation where he collaborates on the communications guidelines and customer relationship strategies affecting the interactions with internal and external clients. He has analyzed, defined, designed and overseen processes for various engagements including product usability and customer satisfaction, best practice enterprise standardization, relationship/branding structures, and distribution effectiveness and direction. He has also established corporate library solutions to provide frameworks for sales, marketing, training, and support divisions.

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Projects have a history of being managed individually. In the past, the process of reviewing them as a whole often came only at the executive level and only when it was time to develop progress reports on a quarterly or annual basis. Companies however are now seeing that the pace of project life is quickening and that it is becoming increasingly important to keep a finger on the pulse of many projects to make sure that they are working in conjunction with each other and meeting business goals.
 
When managing a portfolio of projects (also referred to as project portfolio management, or PPM), one should consider managing them as you would your own personal group of stocks, bonds and mutual funds. Just like the investment analogy, diversification of one’s portfolio is important to reducing risks and costs as well as providing a greater rate of return (as opposed to investing one’s time and energy into a single or small number of projects). This is especially important when considering that some projects are clearly more or less “lucrative” than others and their respective comparative weight.
 
Doing this has the additional bonus of giving project managers and executives a high-level view of how projects potentially interact and impact each other. They also help determine redundancies of effort so as to control resources and keep better …

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