Twenty years ago, unreliable data was mentioned by well-known researchers as the main problem of portfolio management in new product development. Nowadays, hardly any thorough solution is found to improve the quality of data in portfolio management. Nevertheless, the need for research on data quality has increased further due to the cost of low-quality data… Read More Data Quality in New Product Portfolio Management
In the past three weeks, I was in three board room meetings to support portfolio reviews. In all three cases, the question came up how to best start a portfolio review, and the temptation was to start with a bubble plot showing all portfolio candidates. While this is a good view to start with in an analyst setting,… Read More No bubbles in the boardroom?
PPM tools compromise between project support and portfolio management In my previous post I blogged about the maturation of portfolio management (PFM) as a separate discipline, related to but different from project management (PM). The automatic bundling of both under the PPM acronym (stressing the linkage between these processes) is loosing its value now that we… Read More Good project management and good portfolio management tools
Finally In 2014 we have seen confirmation that portfolio management (PFM) is a process and a discipline in itself, and not an add-on to Project and Program Management (PM). Although a lot of important knowhow and best practices are gathered under headings such as P3M (Project, Program, Portfolio Management), the implicit grouping of these topics… Read More The end of PPM as we knew it, and what’s next?
Determining portfolio health According to Cooper et al. (2001) state that portfolio management has the following four objectives: Maximize the value of your portfolio Seek balance in your portfolio Your portfolio must be strategically aligned Pick the right number of projects These portfolio management objectives need to be translated into Key Performance Indicators (KPI-s) so… Read More Portfolio Health dashboard
Why portfolio management is inherently complex This week, I discussed the various reasons why portfolio management is tough to implement with two different FLIGHTMAP clients. Where one of the talks focused on the behaviour side (the role of politics, intuition, culture), the second one was more about the inherent (almost mathematical) complexity. In our view… Read More Seven dimensions of portfolio management
“Why don’t we grow at the rate projected by our approved business cases?” It is a known best practice to use business cases as a means to evaluate potential investments or projects. I have blogged about how this can play a pivotal role in portfolio management, when it is done right. By using business case thinking… Read More When Business Cases Don’t Add Up