Artificial intelligence offers a powerful solution to the limitations of traditional project selection and prioritization methods. Here are four reasons why organizations are investing in developing and training their AI algorithms.
In most organizations, there are plenty of opportunities to reduce the cost of delivering projects—but it requires an enterprise-wide perspective to identify and address the opportunities.
It’s overly simplistic to suggest that one particular type of PMO can be responsible for ensuring the right projects are done, while another type focuses on ensuring that those projects are done in the right way. Project environments are complex, and the PMOs that are responsible for managing those environments need to understand that.
3
Votes: 0
0
Laura SchofieldLaura Schofield replied Jan 17, 2025
Community Champion
7
Votes: 4
4
Eric SimmsEric Simms replied Jan 14, 2025
3
Votes: 0
0
Kimberly WhitbyKimberly Whitby replied Jan 9, 2025
2
Votes: 0
0
Cenk KutCenk Kut replied Jan 8, 2025
3
Votes: 0
0
Carlo Magno Rivera PicadoCarlo Magno Rivera Picado replied Jan 7, 2025
1
Votes: 1
1
Kimberly WhitbyKimberly Whitby replied Jan 7, 2025
1
Votes: 1
1
Kimberly WhitbyKimberly Whitby replied Jan 7, 2025
7
Votes: 0
0
Paratal SrinivasParatal Srinivas replied Dec 27, 2024
14
Votes: 0
0
Sergio Luis ConteSergio Luis Conte replied Dec 20, 2024
1
Votes: 1
1
Kimberly WhitbyKimberly Whitby replied Dec 16, 2024
See all Portfolio Management Influencers
This webinar will provide project managers with valuable insights into how this methodology can foster adaptability, collaboration, and strategic alignment within their project portfolios by examining the nuances of Agile portfolio management. The overarching goal is to equip project management professionals with a nuanced understanding of Agile portfolio management, empowering them to make informed decisions that resonate with the ever-evolving demands of the contemporary project landscape.
Project portfolio management (PPM) has since the 1950s offered principles helping us to act in PPM-related situations. In this study, the author(s) consolidated the knowledge accumulated over seven decades of PPM research. By reviewing this extensive body of work, they have identified 17 PPM principles grouped into four distinct categories. These principles have significantly shaped how organizations understand PPM. To facilitate practical implementation, they developed a framework that allows organizations to evaluate their adherence to these 17 PPM principles. This framework serves as a valuable tool for organizations, enabling them to identify areas where improvements can be made, thereby enhancing their PPM practices.
Key Performance Indicators (KPIs) are ways of measuring and monitoring project health. This template provides structure to outlining and articulating measures. It is the means of defining the KPIs that will be used, how they will be measured, and how they should be interpreted.
The Project Portfolio Dashboard is a template for portfolio/project managers to present the status of multiple projects in one file. It helps the PMs to track the financial health of a project, and also helps highlight when actions are required for projects that have cost overruns. Most suitable for small to medium software development projects.
Organizations plan portfolios based on the available funds for discretionary investments. However, that can get complex quickly. As a result, organizations usually have less money available than they think. This worksheet helps identify the point at which the available funds run dry.
How do your projects feed the company's strategic goals? How does a project enter in the portfolio? Use this presentation as a starting point to go over the basics of PPM, including feasibility studies, opportunity assessments, the project lifecycle and more!
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.
How well do we match our project portfolio ambitions with our ability to deliver? There are some considerations that a project organization should be assessing as it builds its annual budget and business plan.
One of the most complex functions large PMOs manage is the prioritization of the organization’s portfolio of projects. Thankfully, artificial intelligence capabilities offer ways to create scenarios that provide helpful options.
Question: We’re a company that was a startup, and we’ve had great success. One of the founders ask me to work with a team to decide if we needed to set up a portfolio management part of the business. I’m a project manager, but I have no experience in this—and to be completely honest, I’m not even sure exactly what it is. Is there value to our adding this layer to a relatively new organization?
Here are nine strategies that can overcome PPM stagnation and enable the dynamic, agile operations your organization needs to be more competitive—and your project managers need to avoid losing their minds.
While plans constantly change, the act of planning is still a strategic use of time — for the many decisions and discussions that it helps to facilitate among stakeholders, and for establishing a baseline that can be improved upon along the way.
This paper aims to share a strategic perspective on capital allocation and how leveraging this capability, in collaboration with the corporate transformation office or project management office and corporate finance, portfolio managers can successfully steer organizations in pursuing value creation and maximizing shareholder value.
Not appreciating the differences between PPM and SPM—and falling victim to strategic portfolio management myths—will decrease your odds of success. Let’s clear up some of these common misconceptions (and address those pesky watermelons...).
We have to look at more than just the traditional project portfolio when it comes to advancing a business—and that means PMOs also have to look beyond projects. But what does that actually look like? Two specific portfolios are becoming more critical to organizational success.
As organizations strive to respond faster to ever-changing business conditions, their strategic decision-making windows get tighter. But they also need to remain open to a range of perspectives and input. How does that work?
Is benefits realization a significant challenge in your organization? Perhaps it’s time to question your approach, to acknowledge that the process might be fundamentally flawed and results in a false sense of understanding what’s happening.
|
"I do not know anyone who has got to the top without hard work. That is the recipe. It will not always get you to the top, but should get you pretty near." - Margaret Thatcher |
