Prioritization of projects involves making competing decisions. Sometimes the competition is between projects. At other times, the competition is between departments and business units. The decisions we make are based upon different projects, to accomplish different outcomes, by different areas of the organization. We aren't comparing apples and oranges; at times, we are comparing kumquats and bathroom tissue.
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As a company grows and matures, so too should its view of project management. Accordingly, there is often an inherent recognition (or sudden realization) that the company manages projects and programs and needs to do so with solid project management processes. With this new awareness comes the opportunity to manage projects and programs in a coordinated fashion--thus the birth of a portfolio within an organization. But where should you begin? What needs to happen in order to set up that portfolio? In this Portfolio HEADWAY webinar, we will be examining project portfolio management and the foundations that must be in place to ensure that the portfolio is there for the long haul.
Portfolio HEADWAY: Selecting the Right Projects: Just Because It Is A Great Project Doesn't Mean It Is The Right Project
A major step in any portfolio is ensuring that the organization selects the right projects to proceed with at the right time. While most projects have some merit, that merit has to be weighted against the value that other projects will bring to an organization. Not every project should be done right here and right now. This Portfolio HEADWAY webinar will examine the process of selecting a project--from documenting and screening the original idea, developing a business case, making the final selection and then prioritizing those selected projects. Join us for this webinar! This might just be the right presentation at the right time for you.
We hear a lot about portfolio management. It’s a term that is often misunderstood or at least used to represent a variety of ways to manage multiple projects. But what is the approach to establishing an effective portfolio and determining the projects to include? How do we know what to put in the portfolio bucket?
This Excel file offers a simple approach for the identification and selection of projects to be included in a company’s portfolio. It’s organized by steps, with an objective process leading to a final list of projects. The core of the process is a company-shared scorecard based on a limited list of strategies, each of them having its own score interpretation.
In addition to regular management activities, the portfolio should also be subjected to a more formal quarterly review, and that’s what this checklist is designed to support. It provides the portfolio manager with a structure for the review process and allows the meeting(s) with leaders to focus on the critical elements of the portfolio.
Don’t try and do too much with the risk management plan. It is just a summary document that provides an overview of the portfolio risks and allows access to more detail. Consider building this template within your PPM tool or within a corporate collaboration tool. This template has been built for the portfolio level, but it can easily be adapted for programs/projects with some simple rewording of columns.
위험 관리 계획을 너무 많이 사용하지 마십시오. 포트폴리오 위험에 대한 개요를 제공하고보다 자세한 정보에 액세스 할 수 있도록하는 요약 문서 일뿐입니다. PPM 도구 또는 회사 공동 작업 도구에서이 템플릿을 작성하는 것이 좋습니다. 이 템플리트는 포트폴리오 레벨을 위해 작성되었지만 열의 간단한 간단한 표현으로 프로그램 / 프로젝트에 쉽게 적용 할 수 있습니다.
Get your new hire or recently promoted professional on track with this form geared toward setting a broad overview of duties, functions and responsibilities.
The goods or services have arrived at the job site. Are they what was ordered? Do they pass inspection? Were they delivered on time?