This article aims to clarify and widen the status quo around value, especially at the enterprise level. It also aims to offer an explanation of value management that goes beyond the notion of value engineering and process-based tools, which seem to “force” an outcome. It introduces a new framework for creating and capturing business value that is integrated and sustainable.
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.
The mechanics of project management are increasingly becoming automated, reducing the need for project managers to complete many tasks that were previously common. Does that mean project managers aren’t needed?
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On the 25th of May, the European Union will start enforcement of the General Data Protection Regulation (GDPR).This webinar will provide you with a high-level description of GDPR and will continue to describe what effect this has for projects, programs and portfolios that deal with the processing of personal data of anyone who is residing in the EU.
Je propose de présenter la valeur ajoutée du rôle du PCO dans le cadre de la réalisation d'un projet. De la phase de planification jusqu'à sa fermeture.
Closing Q and A webinar for December 2017 Book Club on The Business of Portfolio Management – Boosting Organizational Value by Iain Fraser
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.
The article addresses how one can learn from and turn perceived project management oversights or snafus into solid PM strengths going forward, if one adopts the appropriate attitude. It is wise to reflect upon one’s project performance at the completion of an assignment to concretely reinforce the positives—but to also make mental notes and take corrective actions to close any obvious competence gaps.
Programs are strange beasts. We know they exist. We recognize they are complex. We acknowledge they take a different approach to manage successfully. And yet, what that different approach looks like is very often misunderstood.
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.
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.
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?
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?
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...
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