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Portfolio Management

Do You Have the Resources To Deliver?

Once your organisational strategy is in place, you should be looking at how you can deliver the projects that will help you achieve those strategic goals. That sounds fine in principle, but the big challenge for businesses is making sure that they have the people to do the work. You ...

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Is Portfolio Management the Career Move You’ve Been Looking for?

Project managers who want to move more into a strategic delivery role don’t always have that many choices. Career paths tend to only lean towards larger, more complex and strategically important projects or programme management. If you are you looking for the next step in your career, have you thought ...

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Making Sense of Portfolio Management

I spoke at the PMO Conference in London last week. Loads of fun. Like everyone else I listened to our opening Keynote speaker first, Mark Price Perry. He said, with great insight; “people get the Project Management Office’s purpose all wrong, they get the definition of projects wrong”. I agree ...

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Top Five Skills Areas for a Portfolio Director

Portfolio management – the way an organisation knows which programmes and projects they should be delivering in order to meet their strategic goals for the business. And for that to happen there has to be someone accountable. Step forward the Portfolio Director role. Portfolio Directors, as a role within project ...

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6 Principles of Portfolio Management

Portfolio management is there to help with the selection and governance of projects and programmes with the aim of delivering the strategic plan. But what principles underpin good portfolio management? I mean, there has to be more to it than the buzzwords of strategic alignment and putting projects into categories, ...

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Are projects complex or just complicated?

The latest in a long line of project management buzz is ‘complex’ projects. We like to differentiate between the normal run-of-the-mill projects where repeatability is high or the cost and risks are low, with projects that are huge innovative things that last years and eat up resources at a phenomenal rate. Yet the debate has yet to provide a clear answer or definition of what a complex project is – or in fact what a complicated project is. At the recent eva19 conference in Central London which included complex projects as a theme; it was proposed at the very basic level that we re-look at the project management ‘iron triangle’ and add two further dimensions

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The Contract, Cost Conscious and the 24-hour PMOs

It’s a common problem – what to call a PMO? We may call our PMO a ‘PMO’ when speaking to someone outside of our organisation, yet internally it’s called something entirely different. The name is often chosen to reflect what the organisation does, or how it delivers projects or even ...

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End your journey of expectation management at the right place

I was presenting a webinar very recently all about requirements management and, naturally, I also talked about the management of expectations as a key part of this. I described the early part of any project as the ‘journey of expectation management’- when all of the project representatives come to learn ...

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PMO Leader Of The Year Award

As Chris Walters writes in the foreword to my new book ‘Leading Successful PMOs’ (Gower) – ‘The role of the PMO leader is one for a particular breed of individual. Be clear: this is a very senior position in any organisation that takes project delivery seriously – the days of co-ordinating ...

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Management of Portfolio™: Another Rain Dance Part 2

In part 1 of this posting we were discussing the question of if portfolio management can improve the chances of organisational success?  To answer this I began exploring the OGC guide Management of Portfolio™. Having explored the guide, it: Provides a language for the ritual “A Portfolio is the totality ...

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Management of Portfolio™: Another Rain Dance Part 1

I was with a colleague recently; discussing the question of can portfolio management improve the chances of organisational success? The insight that my colleague gave me was based upon the quotation that I had never heard before by Brian Quinn (“Strategic Planning R.I.P.”). “A good deal of corporate planning …… ...

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Portfolio Management – The Secret Ingredients Part 2

When I last posted a couple of days ago, I was following my client on his journey to implement Portfolio management within his organisation.  Read on for what happened next… Having started the implementation effort as recommended by the CEO of his company, my client was kind enough to divulge ...

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Portfolio Management – The Secret Ingredients Part 1

If we recognise that Portfolio Management gives the answers to the questions: Are we doing the right initiatives to achieve organisational strategy? Are we doing initiatives that deliver the business benefits? Could we better invest our limited resources, stopping some initiatives and investing in others? Why then are some organisations ...

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