Flexible and responsive strategic planning is the key to sustainable organizational success. But adaptive planning can't deliver on its promised benefits until organizations commit to a top-down, lightweight approach; otherwise it's just traditional planning rushing to go nowhere.
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Project Portfolio Management (PPM) can be the key to keeping the complexity in your project-driven organization from devolving into full-blown crisis.
By one measure, portfolio management is a specialized discipline best suited for organizations with high project management maturity. How do you know when it makes sense to add a portfolio management function or office to your organization?
Managing risk at the portfolio level requires a balanced approach and the exercise of judgement, both when we create the portfolio and as we execute the projects within it. Here are some fundamental steps and key principles.
Are you prepared for the next wave of growth in IT capability? How do we position our departments and build effective programs to achieve high value IT investment? Hang on to your surfboards...this could be a rocky wave.
Does your organization consistently align the right people with projects? Is there visibility into capacity and demand, with honest appraisals of both? Here are four guidelines for taking a more proactive approach to resource management, paving the way for a more efficiently-run organization and satisfied project teams.
You won’t get the right benefits unless you start with the right scope. As project managers are increasingly asked to become involved in the business side of project execution, many elements they previously didn't have to worry about are now becoming relevant.
In annual planning sessions since the dawn of time, people have had to decide whether to put their own needs or their organization’s needs first. They don’t always make the right decision, and that needs to change.
The past few articles have demonstrated how to build the model. After modeling an organization’s resource capacity, managers can apply the tool to portfolio management.
Certain middle managers will resist transitioning to PPM. The reasons for this resistance help you design targeted training, but shrewd marketing gets the butts in the seats.