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This is the second post in our series on doing more portfolio management with less project data. You’ll find the whole series here. Data needed at each level of portfolio management. The only required data are the three items in the orange Beginner box.
Our latest video covers prioritization by value metrics, when to use productivity metrics, how to build a frontier chart, and when to temper simple prioritization with more sophisticated methods. You can see it here, right now.
It doesn't matter how much you think you've prepared, how many run-throughs you've done, how many assurances you have from your project teams that all the data will be there, and be correct.
It’s a familiar refrain from the project and portfolio managers we talk to: “These portfolio views are amazing, but there is no way we have the data to use Enrich Analytics.
We are surrounded by evidence of resilience: Our immune systems fight off thousands of potential invaders every day and constantly hone their defenses in response to the threats they experience.
Hey Percy, what happened to the two medical writers who were supposed to start work with us this week? Oh, you didn't hear, Luke? They were pulled to work on project PDE_311 at the last minute.
In most R&D organizations, the portfolio management team walks a narrow line between the project teams and the executives. The portfolio staff polls the project teams for information about each new and ongoing initiative, builds portfolio views, and shares the updated state of the portfolio with...
Uh-oh The goal of portfolio management is to effect changes that minimize risk and maximize value. But change is hard, and corporate change is harder still. People need motivation. The best way to build that motivation is to lay the consequences of the present course bare and make the status quo completely unpalatable. Like Thelma...
Fall and winter is high season for conferences, and we're excited to be sponsoring five different events across North America and Europe between now and March 2016.
It seems almost a universal truth that resource allocation exercises use prioritization at some point in the process. Nearly every company we’ve spoken to or heard from over the past decade-and-a-half, in Pharma or other industries, relies on it.
