Garbage In, Garbage Out

For many project organizations, the implementation of portfolio management lies heavily on software. We can’t automate vision and strategy, however. Strategy has to come first.

You Can Claim Some of the ROI Some of the Time

While typical approaches to calculating ROI explore the perspective of both the process taken and the tools used, there is another angle to IT justification that bears consideration. If we look at the types of IT investments we make and the rationale that underlies each, ROI provides a clear basis for analyzing some benefits – but it may not be the best form of decision making for all of them. This article explores why.

Planning For Benefits Realization: Defending ROI

Business cases for IT projects experience a high level of mistrust and suspicion. Executives and senior managers often question whether the benefits being claimed can actually be realized, or even if the costs are actually in line. This article takes a look at what is necessary to make a successful business case.

Politics & Portfolios

Portfolio management has emerged as the latest buzzword in the world of project management. While gut feel and political influence are favoured over formal analysis and strategic thinking, however, the benefits of portfolio management will not be realized.

Getting Your Priorities Straight: Defending A Formal Approach To Making Project Choices

For most organizations that flirt with the concept of project portfolio management, the concept of formal numerical or measured assessments for project prioritization and selection is usually one that is quickly tried and just as soon rejected as being inflexible, time consuming or just plain wrong. This article discusses the challenges associated with creating and using an objective prioritization and selection framework, and defines an approach that has been practically implemented in several organizations and proven to produce meaningful and relevant results.

The Perils Of Project Initiation

“Where did this project come from? And what were they thinking of when they initiated it?” With two simple questions, a host of underlying problems reveal themselves. While project initiation should be rational and objective, it all too often isn’t.