Too many projects? Want to organize them and evaluate them without getting buried under a mountain of statistics? This book will help you collect all your work, decide which projects you should do first, second—and never. You’ll see how to tie your work to your organization’s mission and show your board, your managers, and your staff what you can accomplish and when. You’ll get a better view of the work you have, and learn how to make those difficult decisions, ensuring that all your strength is focused where it needs to be.
Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects
by Johanna Rothman
Manage Your Project Portfolio
Increase Your Capacity and Finish More Projects
by Johanna Rothman
[This book is] a strong pick for any business interested in organizing and prioritizing projects. It shows how to tie work to an organization’s mission, get a better view of workflow options and priority scheduling, and make decisions based on better portfolio management. Any business library needs this.
, Midwest Book Review
About this Title
Release: P2.0 (2011-04-11)
All of your projects and programs make up your portfolio. But how much time do 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 spending time in meetings where you still don’t have the data you need to evaluate your projects. Here, with a few measures, you’ll be able to quickly evaluate each project and come to a decision quickly.
You’ll learn how to define your team’s, group’s, or department’s mission with none of the buzzwords that normally accompany a mission statement. Armed with the work and the mission, you can make those decisions that define the true leaders in the organization.
Contents & Extracts
- Foreword by Ron Jeffries
- Foreword by Tim Lister
- Meet Your Project Portfolio
- See Your Future
- Create Your First Draft Portfolio
- Evaluate Your Projects excerpt
- Rank the Portfolio
- Collaborate on the Portfolio
- Iterate on the Portfolio
- Make Portfolio Decisions
- Evolve Your Portfolio
- Measure the Essentials
- Define Your Mission
- Start Somewhere … But Start
I consult, speak, and write on managing high-technology product development. I’ve helped managers, teams, and organizations to become more effective by applying my pragmatic approaches to their issues of hiring, project management, risk management, and people management.
I’m the author of Predicting the Unpredictable: Pragmatic Approaches to Estimating Project Schedule or Cost, Manage Your Job Search, Hiring Geeks That Fit, Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects, Manage It! Your Guide to Modern Pragmatic Project Management, Behind Closed Doors: Secrets of Great Management, and Hiring the Best Knowledge Workers, Techies & Nerds: The Secrets and Science of Hiring Technical People.
Upcoming Author Events
Variety of talks about agile planning, estimation, teams (New England Software Symposium)
Is your project or organization's approach to agile stuck? If so, join us for a simulation-based approach to learning what might work for you. (Influential Agile Leader, Toronto)
Eight Principles for Successful Distributed Agile Teams (Austin Agile at Scale SIG)