Portfolio Management
How Often Should You Review the Project Portfolio?
You've got a ton of projects. You can't do them all at once because you don't have the people to do them. You know better than to ask people to multi-task on more than one project, no one will get anything done. One tactic is to organise the projects into a portfolio and rank them by priority.
What is Project Portfolio Management?
Project Portfolio Management is about more than running multiple projects. Each portfolio of projects needs to be assessed in terms of its business value and adherence to strategy. The portfolio should be designed to achieve a defined business objective or benefit. Project Management guru Bob Buttrick put it well when he said; "Directing the individual project correctly will ensure it is done right. Directing 'all the projects' successfully will ensure we are doing the right projects."
Understanding MSP Programme Management
For any organisation or individual that needs to manage and control related projects (portfolio of projects), Managing Successful Programmes (MSP) programme management is a management tool for bringing together people, activities and information to achieve the end goal.
Project Management Revolution or Evolution
As project portfolio management continues to gain momentum in all sectors of the economy, one question that continues to plague my thoughts is whether PPM represents a significant departure from traditional management techniques, or does it reflect an evolutionary step, a natural addition to traditional project management techniques?
The Four Levels of Project Success - The Project Management Maturity Matrix
Increasingly these days organisations are project based, meaning that the work they do is split into programmes of projects designed to deliver the organisation's strategies and add value. Good management of these projects is essential if the organisation is going to succeed. Equally important to individual project success is ensuring that the right projects are carried out.
Portfolio, Programme and Project Management Maturity Model - a Guide to Improving Performance
The Portfolio, Programme and Project Management Maturity Model (P3M3) is a reference guide for structured best practice. It breaks down the broad disciplines of portfolio, programme and project management into a hierarchy of Key Process Areas (KPAs). The hierarchical approach enables organisations to assess their current capability and then plot a roadmap for improvement prioritised by those KPAs which will make the biggest impact on performance. Most articles on portfolio, programme and project management maturity models focus on the 'accreditation' aspects of the model. This article focuses on how to use the model as a framework for process improvement by applying change management techniques from Six Sigma.
Portfolio, Programme and Project Management Maturity Model (P3M3) - OGC (PDF)
The P3M3 describes the portfolio, programme and project-related activities within key process areas that contribute to achieving a successful project outcome. The P3M3 recognises not only the programme and project management activities being carried out at the individual programme and project level, but also those activities within an organisation that provide focus and help sustain effort to build a programme and project infrastructure of effective programme and project approaches and management practices. In the absence of an organisation-wide programme and project infrastructure, repeatable results depend entirely on the availability of specific individuals with a proven track record and this does not necessarily provide the basis for long-term success and continuous improvement throughout the organisation.