Making good business decisions while managing a portfolio often comes down to gathering the proper data and creating useful business intelligence. Here's some advice on four critical stages of the process.
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Portfolio management is an area that more and more PMOs are looking to become engaged in. As organizations look to improve project execution and alignment, what role does the PMO play in managing project data?
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?
Sometimes the corporate priorities change unexpectedly, and the projects that were approved at the start of the year are no longer appropriate for what the organization is trying to achieve. How can an organization cope?
One expert's definition of a portfolio turns the bottom-up concept on its head, defining a portfolio as “the vehicle by which an organization achieves its goals and objectives.” In other words, the portfolio comes first, and the programs and projects are broken out from it. Let’s walk through it in a little more detail...
Successful product leaders need to delegate most hands-on product work, focusing instead on leader-level activities. That means understanding what each team member can handle, having an upskilling plan, and building trust.
An important topic not often talked about in the project management community is how to deliver solutions your customers actually want. But, what if your customers are not actually your customers? This paper describes a model for IT governance in a franchise organization. The outputs of the process outlined in this document are key inputs into the Initiating Process Group as described in the PMBOK® Guide.
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.
Business leaders lack confidence in their ability to navigate digital transformation, according to a new global survey. Barriers to building an Agile organization include disconnect between project managers and executives, lack of transparency, poor communication, and overreliance on spreadsheets.
Most project portfolio management systems focus on representing status in "quantitative" terms, while the "qualitative" stuff captured in human interactions can be lost. Collaboration solutions that leverage social media can help, but they must be more than generic platforms bolted onto a PPM solution.