Archive for Portfolio Management
Portfolio Management Best Practice 2 – The Project Registry (Continued)
As an organization grows, so does its number of divisions, departments, and work groups. The subsequent dispersion of management responsibility and encapsulation of attention on distinct business functions can cause leaders to lose sight of all the initiatives being authorized across the organization. This unavoidable phenomenon increases the risk of project duplication and diversion of [...]
Read morePortfolio Management Warning Flag 1 – Management Distractions
At times, organizations undertake ‘bet the company’ projects, initiatives so risky because of their sheer size, strategic importance, and/or operational impact that the project’s failure could bankrupt the company. ‘Bet the company’ projects necessarily demand heightened management awareness and focus, however, excessive diversion of leadership’s attention to these types of projects and away from others [...]
Read morePortfolio Management Best Practice 2 – The Project Registry
How frequently do organizations duplicate effort because the same initiative is unknowingly performed by more than one group? Probably far more often that one might think and certainly more frequently than one would want to admit.
Read moreStrategyDriven Podcast Special Edition 22 – An Interview with Michael Bender, author of A Manager’s Guide to Project Management
StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website. Special Edition 22 – An Interview with Michael Bender, author of A Manager’s Guide to [...]
Read morePortfolio Management Best Practice 1 – Indentify Interrelationships
The interaction between projects, programs, and processes within a portfolio can be many and varied; contributing significantly to the challenge of effective portfolio management. Faulted transitioning of resources and/or outputs from one portfolio component to another can greatly delay the progress of these and other components; diminishing the overall portfolio value potential. Therefore, it is [...]
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