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Items filtered by date: April 2014
by Larry Pendergrass, Principal

Tenet #3: Create common valuation.

In last week’s blog I discussed the need for alternatives to accompany an opportunity in which to invest. Require choices from your managers, rather than being put in the position to make simple yes/no decisions. In this week’s blog, I will show how money as a common unit is essential for good decision-making in any PPM process.

Through discussions with key thought leaders and from my own experience in high technology industries, I have developed the following Ten Tenets of Project Portfolio Management. These Tenets are the essential elements that I try to keep foremost in my mind when cultivating a new portfolio management process, improving or improving an existing process. These tenets are:

  1. Align strategy first.
  2. Demand alternatives.
  3. Create common valuation.
  4. Apply uncertainty.
  5. Balance goals.
  6. Use visual analysis.
  7. Design tiered portfolios.
  8. Improve flow.
  9. Monitor rigorously.
  10. Institutionalize learning.
by Larry Pendergrass, Principal

In last week’s blog I stated that every good PPM process must start with a clear understanding of strategy. While the PPM process will influence to some degree both the strategy and the execution of projects in an iterative way, the PPM process must start with a solid baseline expectation of strategy, including corporate, business unit, product line, technology and process strategy. In this second blog in the series, I will discuss the critical nature of requiring alternatives when presented with an opportunity in which to invest.

Through discussions with key thought leaders and from my own experience in high technology industries, I have developed the following Ten Tenets of Project Portfolio Management. These Tenets are the essential elements that I try to keep foremost in my mind when cultivating a new portfolio management process, improving or improving an existing process. These tenets are:

  1. Align strategy first.
  2. Demand alternatives.
  3. Create common valuation.
  4. Apply uncertainty.
  5. Balance goals.
  6. Use visual analysis.
  7. Design tiered portfolios.
  8. Improve flow.
  9. Monitor rigorously.
  10. Institutionalize learning.

Corporate Headquarters:

TechZecs, LLC
1730 Kearny Street,
Suite F-3
San Francisco,  California
94133 USA

Principal and Founder

Dr. Scott S. Elliott
Telephone: +1.415.830.5520
Email: scott.elliott@techzecs.com
           info@techzecs.com

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