This Focused Performance Weblog is a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective. TOC is noted for its applications in Project Management and Multi-Project Management (Critical Chain) and Operations Management (Drum-Buffer-Rope), as well as in Marketing, Strategic Planning and Change Management (TOC Thinking Processes). If you are on an archive page, current postings are found here.
Thursday, October 30, 2003
A Portfolio of Project Portfolio Management Links -- While I'm incubating on the important portfolio and prioritization entry for my Enterprise PM series (which has already touched on Project Planning and Promising and Strategy), I thought I'd share the way too many links I've collected over the past few months.
These were all triggered by the first in the list, from David Fletcher of the State of Utah. It makes a lot of sense that in these days of state budget crises in the US, the need to carefully pick and choose the contents of a portfolio is at the top of his mind. The "Right People" link is to a page that offers an excellent video (in realmedia format) on linking strategy, culture, and project portfolio. The interesting bit is the inclusion of rankings for cultural alignment as well as the usual strategic.
Jack Vinson's "Selfish Goals" posting points to one on "Picking and Choosing" projects in the context of product development in general and drug discovery specifically. I particularly like the almost contradictory advice to "avoid 'sure things' at all costs" and to "avoid projects that have multiple 'and then we get lucky' steps."
A few pieces from Gantthead, including a rudimentary Excel template (free registration required). The "Working the Numbers" piece touches on metrics used to assess portfolios.
A handful of IT/Technology portfolio pieces. But keep in mind that the real portfolio that needs to be managed in an organization goes far beyond just the tech stuff.
A couple books I've mentioned way too much in this weblog, but for good reason.
There's even more, but this is probably enough to keep you busy. Watch this space for my take. Coming soon, unless someone out there hires me for an intensive engagement to implement the kinds of things I talk about here. If what you read here makes sense, go ahead and introduce me to your boss. I dare you. After all, without billings, it's just a hobby.
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