Fresh thinking on flow, capacity and the economics of getting the right projects finished. Newest first.
When you add a project to a busy portfolio, the cost lands on the work already in flight, not on the new project. Here is how to price it before you commit.
Read the article →Putting your best specialist on every priority at once feels like good management. In a constrained system it delays all of them and destroys value.
Read the article →The most common objection to evolving the PMO into a Value Management Office is some version of this: we do not have the data.
Read the article →In most organisations, the decision to accelerate a project happens late, under pressure, and as a reaction to something going wrong.
Read the article →There is no shortage of maturity frameworks in project and portfolio management. Most peak exactly where the economics should begin.
Read the article →Every portfolio contains at least one project where the economics have quietly turned.
Read the article →Most project delays are reported as a red status and a revised date. Neither tells you what being late is costing.
Read the article →Everything is priority one. It is the most common phrase in multi-project organisations, and it is an economics problem.
Read the article →Most executives can tell you what their PMO costs to run. Almost none can tell you what running the portfolio without a VMO is costing them.
Read the article →Most PMO leaders never decide to become a Value Management Office. They drift into it. Here is how to tell if yours already has.
Read the article →Most answers give you a list. None tells you what the function actually does on a Tuesday morning. So here is what a VMO looks like in practice.
Read the article →The VMO is not a new department bolted on top of the PMO. It is what the PMO becomes when it starts deciding which work creates the most value.
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