Project Management

Conversations in Portfolio Management


Bart Golik · Jan 19, 2024
Replies: 1 1 Votes: 0 0
Kiron Bondale
Jan 19, 2024
Kiron Bondale replied Jan 19, 2024

Santos Gonzalez · Sep 15, 2023
Replies: 10 10 Votes: 1 1
Vladimir Liberzon
Jan 4, 2024
Vladimir Liberzon replied Jan 4, 2024
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Top Influencers

Lars Kristian Hansen Associate professor| Aarhus Universitet Aarhus, Denmark
Hedley Smyth Emeritus Professor| UCL, London London, Eng, United Kingdom
Jeff Scales Dr. Jeff Scales| University of Technology Sydney Sydney, Nsw, Australia
Stewart Clegg Professor| University of Sydney Australia
Shankar Sankaran Professor Organizational Project Management| University of Technology Sydney Dee Why, Australia
Catherine Killen Professor| University of Technology Sydney Australia
Michael Knapp Michael Knapp and Associates Bundeena, Nsw, Australia
Dr Chris Stevens Sydney, Nsw, Australia
Joana Geraldi Academic Faculty Member| Technical Univeristy of Denmark Denmark
Mark Bowman Spacecraft Systems and Crew Operations Lead| NASA Johnson Space Center Houston, Tx, USA

See all Portfolio Management Influencers

Upcoming Webinars

Agile Portfolio Management: Transforming Business Strategies into Client-Centric Outcomes

Mar 25, 2024 12:00 PM EDT (UTC-4)
PREMIUM webinar

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.

Advance Your Career

Principles in Project Portfolio Management: Building Upon What We Know to Prepare for the Future

by Lars Kristian Hansen
July 28, 2023 | 61:09 | Views: 36,937 | PDUs: 1.00 | Rating: 4.51 / 5

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.

Bridging the Gap Between Project Portfolio Management and Lean Portfolio Management of SAFe

by Julien Mansourian
November 21, 2022 | 60:23 | Views: 9,321 | PDUs: 1.00 | Rating: 4.54 / 5

In today's digital landscape, organisations need to manage a large portfolio of programs, projects and operations. Given the ongoing market and economical changes, the traditional portfolio management function has to be agile and adaptive to shift direction when required. Some organisations are currently implementing Lean Portfolio Management of SAFe to inject flexibility and adaptability in how they connect execution to strategy. We will address the transition strategy to smoothly move from an existing set of portfolio management processes to LPM of SAFe.

See all Portfolio Management On-demand webinars

Save Time With Tools + Templates

Project Portfolio Dashboard

PREMIUM deliverable
by Ahamed Sajid

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.

Portfolio Financial Planning Worksheet

PREMIUM deliverable
by Andy Jordan

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.

Portfolio Management Proposal

PREMIUM deliverable
by Bo Litwiler

The purpose of the Portfolio Management Proposal is to articulate an approach for effectively evaluating the impact of each project to the company’s portfolio(s). The process will support project governance, allowing the business to make informed decisions on which projects to execute to deliver the most value to the organization. Use this sample proposal as a starting point and adapt to fit your company and needs.

Portfolio Review Checklist

PREMIUM checklist
by Andy Jordan

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

Topic Teasers Vol. 161: How Do I Do Portfolio Management?

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

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?

9 Best Practices for Modernizing Your PPM Strategy

by Philippe Rocheteau

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.

If the Future Is Unknowable, Why Plan for It?

by Bart Gerardi

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.

Capital Allocation Framework—A Strategic Perspective to Value Creation

by Vibhu Sinha

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.

Moving Beyond the Project Portfolio

by Andy Jordan

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.

Who Needs to Know?

by Andy Jordan

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?

Reimagining Benefits Realization

by Andy Jordan

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.

What’s Your Focus in 2022?

by Andy Jordan

A consolidation of trends, from digital transformation to enterprise agility and strategic portfolio managements, sets up 2022 as the year for organizations to truly reimagine how they operate, invest and grow in the Project Economy.

How Many Oversight ‘Offices’ Do You Really Need?

by Michael Wood

CMOs, PIOs and PMOs, oh my! Does an organization really need all three of these offices, or would a better approach be to merge them? Enter the Alignment Management Office!


If man could be crossed with the cat, it would improve man but deteriorate the cat.

- Mark Twain