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459 items found

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What Does Success Look Like?

by Andy Jordan

The most important question that should be asked before a project is approved is rarely considered. That’s an issue we need to address—that we tend to think of projects as solutions to specific problems.

Project Prioritization: Quantifying the Cost of Strategy

by Dr. Richard Bayney, PMP

Whether or not you acknowledge it, the more importance you give to strategy, the less financial value you are able to extract from your portfolio; the converse is also true. What algorithm can we apply to portfolio selection in order to get the best out of strategy and the best out of economics?

Portfolio Management in Government

by Andy Jordan

Government initiatives can benefit from many portfolio management principles. But portfolio management is not gaining the same traction in government as it is in private corporations. Why is that, and what are the implications?

The 4 Pillars of Portfolio Management

by Carleton Chinner

Portfolio managers that develop a detailed understanding of four fundamental aspects will be better positioned to manage their portfolios—and be able to answer the specific questions that executive managers are fond of asking.

Portfolio Management: More Business, Less Project

by Andy Jordan

Portfolio management in today’s world has little to do with project management and everything to do with business management. Is that how your organization operates?

PPM Tool or PPM Process: Which Comes First?

by Mike Donoghue

While portfolio tools may be nice and shiny and promise great things, you should not be taken in by their enticing appearance. Instead, look at the root levels of what they can do. Can it help with existing or undeveloped functions? Do you really need one at all?

Reframing Portfolio Management

by Mark Mullaly, Ph.D., PMP

If the primary reasons for portfolio management start with resource constraints, you’re probably wondering how we got to strategic alignment. And that, dear reader, would be an excellent question...

Resolving Resource Constraints in Project Portfolio Planning

by Joe Wynne

Selection of programs and projects in a portfolio (and their start times) should include an analysis of available resources. Otherwise, they can be set up for failure. Resource analysis at this level doesn't have to be complex—if it is targeted to the most likely area of constraint.

'We're Not Ready for Portfolio Management'

by Andy Jordan

This practitioner often hears organizations claim they aren’t ready for portfolio management. They are...but they need to start with a different definition of what portfolio management is.

Dealing with Portfolio Complexity

by Kevin Coleman

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?

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