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Manage Your Project Portfolio: Increase Your Capacity and by Johanna Rothman

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By Johanna Rothman

All of your initiatives and courses make up your portfolio. yet how a lot time you definitely spend in your tasks, and what kind of time do you spend responding to emergencies?

This publication will introduce you to alternative ways of ordering the entire tasks you're engaged on now, and assist you work out how one can employees these projects--even whilst you've run out of undertaking groups to do the work.

when you learn how to deal with your portfolio higher, you'll stay away from emergency "firedrills." The trick is adopting lean and agile ways to tasks, whether or not they are software program tasks, initiatives that come with undefined, or initiatives that depend upon chunks of performance from different suppliers.

you will be acquainted with spending time in conferences the place you continue to don't have the information you want to overview your tasks. the following, with a number of measures, you'll be ready to quick overview every one undertaking and are available to a choice quickly.

You'll the way to outline your team's, group's, or department's project without any of the buzzwords that quite often accompany a venture assertion. Armed with the paintings and the undertaking, you can also make these judgements that outline the genuine leaders within the organization.

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Extra info for Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects (Pragmatic Programmers)

Sample text

The more projects your organization can complete, the more value you can realize from the work (assuming you’re evaluating the projects in a way that makes sense), and the more value you provide to the larger organization. As a middle manager, you are trying to finish and then start more projects. Without real data about project progress, or without the ability to make a reasonable prediction of how long a project might take, you can’t be successful with all of your responsibilities. As a technical lead or first-level manager, you care about finishing projects, but you likely have a more immediate problem—how to get enough people to finish the projects your management wants you to finish.

If you’re ready to commit to a new project, do that. If you’re not ready to commit, you might need to kill or transform the project. 2 Commit Fully Commitment is not a “We’ll give you part of what you need, but. . ” It’s a full commitment. This is a hard line. Here’s the problem. If you can’t fully commit the necessary people and money to a project, you are guaranteeing the project will not provide the value you want it to provide. Why would 54 C OMMIT TO A P ROJECT you waste your people, time, and money on a project you can’t fully commit to?

1 When you don’t manage the project portfolio, you prevent the people from finishing projects quickly. You have more and more unfinished projects and fewer completed projects. That increases the number of projects you have. And, the more projects you have competing for the same staff, the more disorganized and split you become, and the more emergencies you generate for overlooked and neglected projects (like the ones you or your manager forgot about until they became emergencies). All this increases organizational complexity and makes it harder to manage the portfolio and, even worse, to finish anything of value for the organization.

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