Talk of 'Strategic PMOs' is worthless unless you know what it is, how it works and have the knowledge and tools to do it. Now all of this is available.
The Portfolio Management Office must ensure the project delivery methods deliver the business' desired outcomes, rather than just "finishing" a project.
You'll run out of quality resources before you run out of investment funds. The Project Portfolio Management office must manage resources to maximise success
When project/program investment management processes are disconnected from the project portfolio management processes, up to 80% of the project portfolio can be strategically irrelevant!
The notion of a 'balanced portfolio mix' is a hoax. Your project portfolio needs to demonstrably deliver your strategy. It really is that simple.
The orthodox view of portfolio management as a super-set of projects and programs is wrong rather it is a subset of strategy execution.
The role of the portfolio management office may be known, but what exactly is it accountable for? The answer may surprise you
To understand project portfolio management you need to understand when you need a Portfolio Office
Your benefits' value is controlled by your scope and portfolio management processes
The effectiveness of your project governance steering committees will largely determine the results and value you deliver from your projects.
How to simply but effectively score each project's strategic contribution and relevance and visibly manage your strategy's execution
Accountability for value delivery performance lies at the top of the organization. They need to uplift the organization's value delivery capability.
The focus of project delivery is cost, of business owners is value, and executive management is ROI, but they all must work together to succeed.
Critical Insights (13)
Please Mr Client, can I have some more?
5 The Value Delivery Capability Model