Projects at Work

Portfolios

Alignment and allocation … prioritization and politics … visibility and value … strategy and synergy.


Best practices, lessons learned and advice from your peers in the trenches.

Taking Your Portfolio Agile

- by Tony Grech

Agile is a team-focused philosophy. However, when transitioning a portfolio to agile, management’s role is crucial, and a clear roadmap and resource plan will serve as a foundation. Here are lessons learned from a recent agile transition of a multinational retailer’s digital project portfolio.

Risk Connections

- by Andy Jordan

Partnerships are the key to successful risk management that goes beyond the project level. That means building processes that are consistent from project to program to portfolio. It also requires fostering open communication lines throughout the organization, from junior team members to senior executives.

Thought-leaders and practitioners give voice to the latest trends, techniques and tools.

Enterprise Scrum Thinking, Pt.3

- by Dave Prior

Dan Greening explores the challenges of scaling Agile and Scrum concepts beyond the team level to project portfolios with executive involvement. Along the way, he discusses forecasting beyond sprints, commitments vs. lies, dashboard heresy, waterfall compatibility and failing safely, among other thought-provoking ideas. [Part 3: 26 min.]

Enterprise Scrum Thinking

- by Dave Prior

Dan Greening of EvolveBeyond discusses spreading agile approaches beyond individual teams to the enterprise level where potential benefits and challenges multiply. In the realm of project portfolio management, decision-making roles can include a Chief Product Owner and Enterprise ScrumMaster. [Part 1: 23 min.]

There's no one right way to get the job done — it's about context and striking a balance that suits the situation. Let's compare and contrast different approaches.

Portfolios: Company vs. Department Level

- by Tom Mochal

In establishing portfolio management processes, your organization must first answer a fundamental question about the scope of the portfolio. Do you want to manage your work at the enterprise level or a departmental level?

Managing Projects-Only vs. Whole Portfolio

- by Tom Mochal

Portfolio management processes help ensure that organizations allocate scarce resources to the work that produces the most value. But what constitutes “work”? Projects are the most important work for many organizations, but they may represent only a fraction of the money and resources that are allocated. Should you include other work in your portfolio management process, or focus only on projects?

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TOP CONTRIBUTORS

Dave Prior

Agile Consultant, BigVisible Solutions
Dave Prior, PMP, CST, MBA is an Agile Consultant for BigVisible where he…

Andy Jordan

President, Roffensian Consulting Inc.
Andy Jordan is a well known author and speaker on project management and…

David Hillson

The Risk Doctor, Risk Doctor & Partners
Dr David Hillson - The Risk Doctor. Global authority on risk, combining …

Janis Rizzuto

Contributing Editor, ProjectsAtWork
Janis has been writing for ProjectsAtWork for more than a decade, starti…

Aaron Smith

Editorial Director, ProjectsAtWork.com
Aaron has been the editor of ProjectsAtWork since 2001, leading its evol…

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TOOLS & TRAINING

project management software
     

AtTask: the only project and portfolio management software that meets the business intelligence needs of executives, the planning needs of managers, and the collaboration needs of project teams, helping organizations get jobs done on time, on budget.

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Changepoint helps businesses gain competitive advantage and increase profitability through complete portfolio visibility, planning insight, process automation, and improved resource utilization throughout a customer’s lifecycle. Changepoint’s busine

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