10 Ways to Make Better Project Portfolio Decisions
10 best practices for project selection decisions in project portfolio management.
"Good Portfolio Management (PM) is a key to success...But good PM still frequently eludes even the biggest and brightest corporations. In this article, Bob Cooper and Scott Edgett outline ten ways to make better portfolio and project selection decisions."
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In this series, we will discuss IT Value - from its definition to a framework to measure and track it
This paper presents a framework for making strategic IT investment decisions factoring the relevance of market uncertainty and its impact on the return of new IT investment. This paper presents a validated measurement framework and model for assessing enterprise systems success. Treating IT spending as investments is an excellent idea. Where do you go from there? Read this step-by-step guide to help plan your journey. A Guide to Practical IT Project Management Metrics
This paper evaluates the DeLone and McLean model of Information Systems Success, proposes a "3-D" extension to the model, and, proposes further research to perfect their proposed model. A quantitative guide to IT Project Portfolio Management. Excellent discussion on the topic including extensive bibliography. Must Read! This guide presents a step by step process to embed stage gates into your program delivery. It describes the purpose of each stage gate review and the key questions that must be asked and answered before the program is allowed to proceed.
A project's charter is its anchor. It provides returns exponentially greater than the time and effort spent creating it. Project Portfolio Management is a critical concept and tool for IT Managers. Have you cut through the hype so you can use this tool? This paper discusses the impact of emerging technology and changing user needs on the success of information systems and proposes an extension to the DeLone and McLean IS Success Model. Best practices and lessons learned through initiatives that used the Outcome Management or cost-benefit analysis techniques to demonstrate their value. A good primer on IT portfolio rationalization. IT Stage Gate Review Process sample to manage it projects from concept to implementation. This presentation discusses managing the application portfolio, IT resources and investments. This paper extends the DeLone and McLean framework to define and measure software project success, software project management success, and software project product success. Last week, we lay the foundation for a discussion on IT Value. This week, we look at specific areas where IT creates value. Last week, we focused on revenues. This week, we look at the costs in the IT value equation.
Last week, we discussed the cost dimension of IT Value. This week, we will discuss the time to market dimension.
Last week, we discussed the time to market dimension of IT Value. This week, we will discuss the quality dimension.
Last week, we focused on quality and its impact on IT Value. This week, we will take a look at productivity and its impact on IT Value
Last week, we focused on productivity and its impact on IT Value. This week, we will take a look at customer satisfaction and its impact on IT Value
Last week we discussed customer satisfaction. This week we will look at the risk dimension of IT Value.
An interesting discussion on various frameworks for ROI calculation.
A Step-by-Step Guide to Optimizing IT Investments that Forge Alliances Between IT and Business. This article presents best practices in the design and implementation of an effective stage gate process. IT Organizations need to adopt industry best practice driven innovation into their initiatives, especially a robust new product development pro... This paper connects critical success factors for project success with the stage gate process. This presentation provides an excellent overview of the stage gate process - periodic assessment and elimination of "dogs" from your project portfolio. This guide describes the key questions that must be answered to evaluate the benefits realized from the program - business operations work as planned? benefits being realized as promised?
This guide describes the key questions that must be answered to evaluate the organizational readiness for program implementation - will business operations work as planned? will benefits be realized as promised?
This guide describes the key questions that must be answered to assess the strategic direction of the program. This strategic review is done multiple times during the program's lifecycle to make sure that the business value creation objective is bei... This guide describes the key questions that must be answered to evaluate the business case for the program - does it make sense? is it realistic? are key stakeholders on board?
This guide describes the key questions that must be answered to evaluate the entire program - does the business case make sense to continue investment? is it realistic? are key stakeholders on board? is there an implementation plan? how meaningful a... This guide describes the key questions that must be answered to evaluate the implementation strategy for the program - does it make sense? is it realistic? are key stakeholders on board? is there a plan? how meaningful and realistic is it?
This fourth review or gate builds upon the build versus buy strategy by confirming that the project is still required, affordable and achievable, and making sure that before any work is awarded to an implementation partner that their selection is ba... This paper explores the use of information technology capability for better strategic business decisions - the author makes the case that IT has enabled better strategic decision making. This paper discusses the use of game theory to make the strategic decision to invest in a new technology. An excellent discussion that factors in market conditions, and information availability on future performance in making the investment decision. Why do big IT Projects fail? There are many reasons. Mismanagement, new technology and immature IT Organization are amongst them. However, the most frequent reason for large project failure is organizational dynamics or politics. This study explores strategic decision-making process and factors affect the processes. Managers must understand both the key factors driving strategic decisions and the impact of their decisions before they can make effective decisions concerning th...
Posted on 04/19/2010 by