Category Archives: Project Portfolios

Portfolio classes for the greater recession

In an economy that doesn’t move forward easily if at all, the traditional classes in portfolio planning aren’t enough. A Governing Board needs to establish a mix designed to deal with a long period of malaise. That would be now, … Continue reading

Posted in Governance, Project Portfolios, Strategic positioning, Value Generation | Tagged , , , | Leave a comment

The kill decision

Probably the hardest decision to make in any organisation is the decision to kill a project that’s underway. Time, effort and money has been sunk into it. There are expectations of its completion — successful completion is preferred, but, when … Continue reading

Posted in Governance, Project Portfolios, Value Generation | Tagged , , , , | Leave a comment

The core governance decisions

IT governance is a noxious task, yet leaving it undone — or asking the Chief Information Officer to bear the load alone — is a recipe for trouble. I have written at length about the Governance Board, and how it … Continue reading

Posted in Asset Portfolios, Governance, Information, Project Portfolios, Strategic positioning | Tagged , , | Leave a comment

Digging into deployment

You can’t get the promised return on investment (ROI) if people don’t use the features that supposedly generate that return. That’s why spending time after deployment understanding usage, and making changes to get the benefits, matters so much. It’s one … Continue reading

Posted in Project Portfolios, Services, Value Generation | Tagged , , , , | Leave a comment

Getting the cart before the horse

We all know the picture of the person who hitches the cart up in front of the horse. It’s good for a laugh: how’s he going to get anywhere? In IT, we have a annoying tendency, though, to do just … Continue reading

Posted in Development, Project Portfolios | Tagged , , | Leave a comment

Real ROI vs ROI on Paper

Return on Investment (ROI) is the most common metric used to stack-rank projects for funding and the “go” decision. Unfortunately, for most organizations, the ROI promised is seldom what’s delivered. Stale Assumptions Let’s begin with a fact of organizational life. … Continue reading

Posted in Governance, Project Portfolios, Value Generation | Tagged , , , | Leave a comment

Permanent project teams cost more

Many solution development organizations within IT still have permanent teams in place, either for maintenance purposes or because prior attempts to create tool-based flexible centres did not produce the expected results. The strength claimed for these teams is that they … Continue reading

Posted in Development, Governance, Project Portfolios | Tagged , , | Leave a comment