Defining what PPM means in the context of an organization isn't easy. One thing is for sure: Portfolio management is a complex management undertaking that continuously challenges even the most seasoned professionals. So the question that often arises is: What makes this so complex?
At the intersection of how organizational practices are framed and how accountability for project management is articulated lies four possible scenarios for our PM future. Which dimensions are more or less likely to emerge going forward? This is where there are some intriguing insights...
The success or failure of an organizational agility environment can come down to the decisions of one or two project teams. Unless those teams have the confidence to act decisively, the entire organization will suffer.
You can’t decide to implement organizational agility on a piecemeal basis one project at a time. Instead, you must create an environment where project managers and their teams are empowered, skilled and confident to deliver success in a continuously evolving world. How do you do that?
Shouldn’t the real focus of an enterprise be to deliver sustainable value to its stakeholders? How does a strategy that incorporates sustainability’s "triple bottom line" manifest itself in the way an enterprise delivers value to all of its stakeholders?
A project portfolio is a collection of components (sub-portfolios, programs, sub-programs, projects and operations) that meet or achieve one or many strategic objectives or initiatives. Here, the author shares seven key steps to design and implement a project portfolio in an organization.