Portfolio managers are like entertainers who spin plates on top of wooden poles. They run around, constantly re-spinning different plates. It can easily become chaotic, but the best of them always seem as though they are in control. That’s modern portfolio management.
By integrating capacity data into portfolio governance, PMOs can address chronic challenges. Use these five actionable steps to establish capacity transparency, strengthen cross‑functional alignment, and embed TCM into portfolio‑level decision‑making.
It’s never too late to make meaningful changes in your PMO. Here’s a roundup of 24 small-but-mighty things to focus on to take your PMO processes and people to the next level.
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**This is a PMI Led Webinar** 85% of executives are confident their organization can achieve its sustainability goals. Only 43% of PMO leaders agree. Join PMI to unpack the six friction points that explain the 42-point confidence gap.
Cyber risk is no longer only a technical concern, it is a delivery, governance, and decision-making challenge that directly affects organizational confidence, priorities, and trust. Yet in many organizations, decision authority during cyber disruption remains unclear, fragmented, or contested across functions.
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.
Sustainability is no longer optional for extractive firms (mining, oil, and gas); it is central to competitiveness, social license, and long-term value. A new white paper shows how companies can embed sustainability into project portfolio management, moving beyond compliance to make it a driver of efficiency, innovation, and stakeholder trust.
One aspect of portfolio management is under-appreciated, and as a result, less than ideally managed. Organizational change isn’t even on the radar of many portfolio management functions. That must change.
This project manager's move from the Caribbean to Canada introduced mounting challenges. He quickly discovered it shared a lot of similarities to the way that corporate portfolios have to be planned, modeled, and approved.
Agentic AI is becoming the hottest trend in AI around portfolio and project delivery. Does it have the potential to deliver meaningful performance gains? Or should PMs be scared of it?
When AI tools are implemented at the work level, they can produce a lot of data. Upstream systems must be ready to consume that...which might be a problem.
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.
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.
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