Portfolio Management 101: selecting the right projects
According to KPMG, organisations should “establish an enterprise-wide prioritisation process that objectively and continuously evaluates projects and programmes to help maximise and realise the value from investment.” Guy Wilmington shows how portfolio management is supposed to work.
Managing risk in project portfolios
Many organisations choose to run groups of related projects as a portfolio, aiming to create synergies and savings by managing them together. Risk is one of the most important aspects that must be managed at portfolio level, writes Risk Doctor David Hillson.
Identifying and treating risk in a project portfolio
While many organisations undertake a risk-based assessment when determining which projects or programs to include in their portfolio of work, this assessment tends to be static rather than dynamic. Guy Wilmington provides a step-by-step guide to identifying and treating risk at a portfolio level.
The changing face of portfolio management
Change is here to stay. Not so long ago, the accepted wisdom was that organisations would introduce change, stop and consolidate, then gear up to change again. Change was a disruption to normal. Today, organisations are in a state of constant change or “permanent whitewater” as leadership development expert Peter Vaille termed it. Today, ‘normal’ […]
Project prioritisation matters
In business, how often do you see a list of tasks or initiatives, yet only the high priority ones are worked on? Lower priority initiatives are then delayed until they are forgotten or until they become high priority. Worse still is when lower priority initiatives are halted before completion, so higher priority initiatives can commence. […]