An efficient frame of governance helps to ensure the strategic alignment of the organization with corporate initiatives and their realization. This article analyzes governance around projects with an organizational approach at the strategic level, at the tactical and portfolio level, and at the program and project level.
Advance Your Career
In the webinar “Microsoft Project and Agile: Apples and Oranges?”, we explored how to use Microsoft Project on the desktop to manage Agile projects. In this webinar, we’ll take it to the next level and discuss how to use Project Web App (PWA) to manage Agile projects! And we’ll do it without custom coding or writing macros!
Save Time With Tools + Templates
This project financial analysis template includes four Excel sheets to help you make crucial project selection decisions based on return on investment (ROI), net present values (NPV), internal rate of return (IRR) and payback period.
While numerous key performance indicators (KPIs) typically influence IT projects generally, the benefit of tracking all of them may be outweighed by the cost to do so. Therefore, each project must carefully select and manage those KPIs most relevant to its specific situation. This sample template can be used to define KPIs; also included is a table with examples of possible KPIs for each of the previously defined project-critical success factors (PCSFs) and a metric (measure and dimension) for each KPI. Use in conjunction with the article Determining IT Project Health.
Before implementing a Project Portfolio Management (PPM) solution, expectations, support and staffing must be addressed. Here are guidelines based on six key questions that can help ensure your rollout is not only successful but improves alignment and delivers benefits across the organization.
This presentation looks at a brief history and a definition of agile project management; looks at factors that affect selection of collaboration tool-sets; and looks at key features of project portfolio management tool-sets and at making PPM a business process.
In addition to regular management activities, the portfolio should also be subjected to a more formal quarterly review, and that’s what this checklist is designed to support. It provides the portfolio manager with a structure for the review process and allows the meeting(s) with leaders to focus on the critical elements of the portfolio.
Learn From Others
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?
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?
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 in today’s world has little to do with project management and everything to do with business management. Is that how your organization operates?
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.
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.
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...
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?
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?
One of the fundamental tenets of portfolio management is the concept of a portfolio lifecycle, from planning through delivery and benefit attainment. The problem? That’s completely wrong.
Ask a Question