The rationale by which project decisions get made varies widely from organization to organization, and is for the vast majority of organizations largely a subjective process. PMOs are starting to play a more direct role in this process. This article explores whether this is a good idea, and what it should look like if it were to occur.
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.