Historical errata for Manage Your Project Portfolio

Page 10 para 2:
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Before we get started, I thank all the people who took the time to
review and help prepare this book. In alphabetical order, they are:
Esther Derby, Don Gray, Andy Hunt, Steve Peter, Dave W. Smith, Dave
Thomas, Daniel Steinberg, Gerald M. Weinberg.
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Is this the alphabetical order? Maybe Mr. Steinberg disagrees ;).

Page 16, 2nd para (first of chapter)
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… “But I won’t get to
move people around day by day to where I need the.”
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end of sentence should read:
“…. need them.”

I found the first sentence in section 2.1 Know What to Collect - confusing. (Until I read onto the next page).

I would suggest the sentence:
“Remember to look at all five categories of work.”

“Remember to look at all five categories of work: periodic work, ongoing work, emergency work, management/office work, project work.”

Page 25, last sentence, last paragraph of Section 2.2. When discussing a collection of small projects/tasks that together create substantial value.

“Then you add that program to your project portfolio.”

It would be nice to know how you define a PROGRAM. Is it a collection of tasks, related projects, etc.

Dash is out of right border: see middle of page, “… those decisions—”

5th paragraph: beginning of sentence is confusing for me. There are two ‘is’ used almost in sequence: “What’s key is for you to understand…”

3rd paragraph: doable written with dash as “do-able”

Section title: 1.2 See the High and Low level Views, “level” should start with upper case ‘L’

3rd paragraph inside text box: most probably 2nd ‘that’ should be removed from the sentence: “The project portfolio is most valuable when the decision-makers agree that for the next month (or two or three) that…”

Move title of story (A Tale of Three Projects) to the next page.

Section title: “Organize the portfolio”, ‘p’ should be upper case

3rd bullet starting with “Small pieces that are needed for a deliverable”. I had no idea what this item meant until reading the next section on “Programs”. And I’m still unsure. Maybe I got confused between Projects and Pieces and Collections and Programs. And Collection really means Program?

3rd paragraph after title 3.2: “If you feel you have no other choices in lifecycles, please read or .” To put some reference like “… please read Ref1 or Ref2.”

Statement: Commitment is not a “we’ll give you part of what you need;” it’s a full commitment.

To move ‘;’ out of “…”

bullet point “Large projects that aren’t due yet…”: term “PM” not defined beforehand.

ch. 4.3, 2nd paragraph: “… it’s time to review your mission, the (as yet) unwritten…”, should be “it’s time to review your mission, read the (as yet) unwritten…”

last paragraph before ch. 4.4: “… and revisit your mission, the (as yet) unwritten…” should be “… and revisit your mission, read the (as yet) unwritten…”

Last cell in the 1st column should be “Low risk”.

To explain what is the C-level person: Typical term used to describe CEO, CFO, COO, CIO, and other senior executives within an organization.

2nd paragraph from user story, there should be “took” instead “too”: “Because our builds too longer than three weeks…”

The 1st sentence after the picture: to provide full reference to book of Geoffrey A. Moore, Regis McKenna, “Crossing the Chasm”

Dash is out of right border: see last paragraph before ch. 4.11.

2nd paragraph after ch. 5.2, “you are” should be “your” in sentence “If you are colleagues trust you…”

Maybe this could be added to list which explain how to build the trust: be prepared and always do your part of work upfront, do your “homework” before you ask for help

The last but one paragraph: word “especially” is out or right range. The same with ‘…projects."’ in the last paragraph.

Ch. 5.8, the 1st paragraph: “where you” repeated twice in sentence “…decision where you where you…”.

Last paragraph, word “be” is missing from sentence “You may not in a position…”

List of reasons why people don’t collaborate: someone is not there from the beginning.

Text box, to add explanation for NRE: non-recurring engineering. Or is it something else?

“that what” sequence. Most probably word “what” should be deleted. See sentence from user story “Part of the problem is that we didn’t define the value that what we as a department provided to the company.”

The 1st paragraph after explanation of negotiation scheme, word “can” repeated twice: “… we can can separate the people from the problem.”

The last sentence on this page: “Yes, and it depends.” It seems like this sentence was not finished. It could be eg. “Yes, and it depends on development lifecycle of your projects.” Or it could be completely deleted.

Page 92, after section title, sentence “It makes sense to make your planning cycle, the readjustment of the product roadmap (which features you want in which quarter) occur
every quarter, especially for less mature products or for a market in flux.”

Is comma ‘,’ missing here after ‘)’?

To get “It makes sense to make your planning cycle, …, occur every quarter, especially for less mature products or for a market in
flux.”

2nd paragraph after ch. 6.5: “One of the lean principles , is to defer…”. Space before ‘,’ should be deleted.

Last paragraph, sentence “If you use two week timeboxes,…” should be “…two weeks…”.

2nd paragraph, last sentence should start with ‘The’ in sentence “the (as yet) unwritten…”

2nd paragraph, ‘is’ repeated two times in ‘This management review is is crisp…’

ch. 7.4, decision flow: “If you must, it goes into the parking lot.”

Maybe it would be better to change it to something like “If you must move it into the parking lot.”

Maybe it will be helpful to prepare glossary with short explanation of e.g. lean concepts like eliminating waste or terms like technical debt.

In ‘Two Part-Time People Do Not Make One Full-Time Equivalent’:

Can you expand a little on two points here:

- is this meant to be against ‘multi-tasking’ people (i.e. assigning the same person to multiple projects)?
- is this meant to be against people working ‘part time’,
even if committed to only one project?

- should this hold true for some job functions that temporarily require another person (e.g. reviews) // or tasks that require people to work in pairs (i.e. if you have pair programming and have small discrete blocks of work, should those pairs still be committed to one project only?)

The final paragraph in the box repeats itself:
If you use a serial lifecycle where you can’t see any progress until the end of a project, you will find these ideas more difficult to use. …In addition, if you can’t see any progress until the end of a project, you will find these ideas more difficult to use.

Move title (Connecting Management’s Desires With Reality) to next page.
Make it into a box?

There is an extra “>” after the book reference: “Lean Thinking [WJ96]>,…”

“and to develop the products the organizations uses or sells” - number agreement

“Sometimes that person a technical team member.” — missing “is”