Project Portfolio management starts with understanding what’s important to your business.
Simon Moore’s book on Strategic Project Portfolio Management is finally out. I got to see an advanced copy and was delighted to put my remarks on the jacket.
So much of successful project management comes from starting with the right projects. Portfolio management isn’t just for IT departments, it’s for every organization which has some influence over the projects they select.
Project management is only one challenge in managing a project with multiple projects. Everything we do for one project, we must consider among many. Which projects should get priority, which projects should get resources first, which projects are prerequisites for other projects. How do executives determine the priorities among projects and what happens when they won’t?
It’s one of the hottest topics in the project management industry today. We spend so much time thinking about how to do projects that we sometimes forget about whether we should do the projectds in the first place. Here’s a short article on Project Portfolio Management.
Article: PPM and a whole new generation of acronyms The extension of Enterprise Project Management concepts into the Project Portfolio Management paradigm means a whole slew of new definitions and their requisite acronyms. How do the definitions within PPM match up with EPM and where do the concepts overlap?