Learning Objectives After attending this session, participants will be able to: Explain the emphasis and advantages of a portfolio-focused PMO Describe the main functions and resources needed for a portfolio focused PMO Adapt a portfolio focused process and structure appropriate for their organization Customize pre-built tools to quick-start and support a portfolio focused PMO
321 items found
In any organization, projects are done for a reason. It might be a sound, well thought out justification or a project could even be undertaken on a mere whim, but there are always perceived benefits behind every one. However, only some projects realize these benefits while other fail miserably, but how will you know? How do you determine that your project achieved the expected benefits? While many organizations are becoming better at defining the expected benefits, they assume the benefits are met and fail to follow-up on confirming the realization has actually occurred. Join us for the month's Project HEADWAY webinar when we examine benefits realization from a portfolio perspective. What are the key steps a portfolio needs to take and what are some of the pitfalls it needs to avoid? Join us for this month's webinar and explore the benefits.
In most organizations, projects compete against one another for financial and human resources as well as the attention of management. This competition, mixed with sudden lurches in organizational direction, can often have a devastating impact on a given project's budget, scope and schedule and, in some cases, it's very existence. How can the portfolio support projects and ensure they have the opportunity to realize their benefits? What are the steps the portfolio can take to ensure projects have the required supports, that expectations are being managed and that governance and oversight is being applied? Join us for this month's Portfolio HEADWAY webinar when we examine portfolio governance and oversight.
One of the essential activities in managing portfolio performance is monitoring the overall performance. For too many organizations, however, this simply means stapling individual status reports together and calling it a consolidated view of portfolio status.
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.
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?
Portfolio management can impact resource allocation from individual platform decisions to overall portfolio analysis and business strategy development. Portfolio management in the best companies is a critical link between the NPD process and executive management. Even in early development stages, a good portfolio decision-making process allows for NPD excellence in marketing, research and development, and overall team focus. Achieve understanding to these common questions: How do portfolios and platform management systems improve decision-making? Explain the main principles of portfolio management. What are common variables that companies track using portfolio management principles?
Organizational progress is sustained by team relationships at every level and is vulnerable to power play in times of challenge. The advancements toward desired outcomes is an endeavor that requires influence, exerted by decision makers, for available choices and to maintain the speed of progress.