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Manage Your Project Portfolio Increase Your Capacity and Finish More Projects

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ISBN-10: 1934356298

ISBN-13: 9781934356296

Edition: 2009

Authors: Johanna Rothman

List price: $41.95
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All of your projects and programs make up your portfolio. But how much time you actually spend on your projects, and how much time do you spend responding to emergencies? This book will introduce you to different ways of ordering all of the projects you are working on now, and help you figure out how to staff those projects--even when you've run out of project teams to do the work. Once you learn to manage your portfolio better, you'll avoid emergency "firedrills." The trick is adopting lean and agile approaches to projects, whether they are software projects, projects that include hardware, or projects that depend on chunks of functionality from other suppliers. You may be accustomed to…    
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Book details

List price: $41.95
Copyright year: 2009
Publisher: Pragmatic Programmers, LLC, The
Publication date: 8/29/2009
Binding: Paperback
Pages: 210
Size: 7.50" wide x 9.25" long x 0.50" tall
Weight: 0.880
Language: English

Johanna Rothman helps leaders solve problems and seize opportunities. She consults, speaks, and writes on managing high-technology product development. She enables managers, teams, and organizations to become more effective by applying her pragmatic approaches to the issues of project management, risk management, and people management. Johanna publishes The Pragmatic Manager, a monthly email newsletter and podcast, and writes two blogs: Managing Product Development and Hiring Technical People. She is the author of several books: - Manage It! Your Guide to Modern, Pragmatic Project Management - Behind Closed Doors: Secrets of Great Management (with Esther Derby) - Hiring the Best Knowledge…    

Meet Your Project Portfolio
What a Project Portfolio is
See the High-and Low-Level Views
Now Try This
See Your Future
Managing with a Project Portfolio
Managing Without a Project Portfolio
What Are Your Emergency Projects?
Learn Approaches to the Project Portfolio
Why You Should Care About the Project Portfolio
Your Portfolio Reflects Your Influence Level
Now Try This
Create the First Draft of Your Portfolio
Know What Work to Collect
Is the Work a Project or a Program?
Organize Your Projects into Programs As Necessary
Organize the Portfolio
Using Tools to Manage a Portfolio
Now Try This
Evaluate Your Projects
Should We Do This Project at All?
Decide to Commit, Kill, or Transform the Project
Commit to a Project
Kill a Project
How to Kill a Project and Keep It Dead
Killing a Senior Manager's Pet Project
Kill Doomed Projects
Transform a Project
Now Try This
Rank the Portfolio
Never Rank Alone
Rank Order the Projects in the Portfolio Using Points
Leftover Points Provide Metadata
Rank the Projects by Risk
Use Your Organization's Context to Rank Projects
Who's Waiting for Your Projects to Be Completed?
Rank the Work by Your Products' Position in the Marketplace
Use Other Comparison Methods to Rank Your Projects
Don't Use ROI to Rank
Your Project Portfolio is an Indicator of Your Organization's Overall Health
Publish the Portfolio Ranking
Now Try This
Collaborate on the Portfolio
Organize to Commit
Build Trust
Prepare for Collaboration
Set the Stage for Collaboration
Facilitate the Portfolio Evaluation Meeting
How to Say No to More Work
Fund Projects Incrementally
Never Make a Big Commitment
Discover Barriers to Collaboration
Who Needs to Collaborate on the Portfolio?
Now Try This
Iterate on the Portfolio
Decide When to Review the Portfolio
Select an Iteration Length for Your Review Cycles
Defend the Portfolio from Attack
How to Decide If You Can't Change Life Cycles, Road Maps, or Budgets
Make Decisions as Late as Possible
Now Try This
Make Portfolio Decisions
Keep a Parking Lot of Projects
Conduct a Portfolio Evaluation Meeting
Conduct a Portfolio Evaluation at Least Quarterly to Start
Review Your Decisions
Now Try This
Evolve Your Portfolio
Lean Helps Your Evolve Your Portfolio Approach
Choose What to Stabilize
Stabilize the Timebox
Stabilize the Number of Work Items in Progress
Fix the Queue Length for a Team
When You Need to Fix Cost
Management Changes When You Stabilize Something About Your Projects
Now Try This
Measure the Essentials
Measure Value
What You Need to Measure About Your Projects
Measure Project Velocity: Current and Historical
Measure Cumulative Flow for the Project
Measure Obstacles Preventing the Team's Progress
Measure the Product Backlog Burndown Chart
Measure Run Rate and Other Cost Data, If Necessary
Don't Even Try to Measure Individual Productivity
What You Need to Measure About the Portfolio
Measure Capacity by Team, Not by Individual
People Finish More with Lean and Agile
Now Try This
Define Your Mission
Define the Business You are In
What Good is a Mission, Anyway?
Define an Actionable Mission for the Organization
Draft a Mission from Scratch
Brainstorm the Essentials of a Mission
Refine the Mission
Derive Your Mission from Your Work
How to Define a Mission When No One Else Will
Beware of the Mission Statement Traps
Test Your Mission
Make the Mission Real for Everyone
Now Try This
Start Somewhere...But Start