Category Archives: Portfolio Management

Scoping Your EPMO

In the ongoing quest for PMO relevance, many organizations are aligning to the PMO specifications defined by PMI in the Pulse of the Profession report unveiled in last year’s PMO Symposium.  In that report, five different PMO frameworks were defined: … Continue reading

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Project Portfolio Management: The Perspective of Choice

When enterprise architects meet up over beer and start parsing the terminology of enterprise architectural modeling, the concept of perspectives comes up, i.e. the ability to model the underpinning structure of the enterprise from a number of different perspectives – … Continue reading

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A Focus on Resource Management is Value Deferred

A PMO’s job is fundamentally to operate as an investment advisor to the business.  A PMO should recommend to the business how to best structure projects and the project portfolio to reduce risk and enhance value.  All too often however, … Continue reading

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The Microsoft Platform and the Evolution of a PMIS

Is a doorway a frame around empty space?  Or is it the space that is surrounded by a frame?  When selecting a PMIS platform, the same question should be asked.  Is a PMIS a series of solutions within an empty … Continue reading

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The Macro View of Technology and Portfolio Management

Enterprises do a lot of things to improve how projects deliver value.  They look to define resource capacity calculations, identify the project pipeline, enhance reporting capabilities, etc.  The list goes on and on, a veritable smorgasbord of PMI terminology and … Continue reading

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In Portfolio Management, the Best Defense is a Good Offense

People often ask me what I do in my role at UMT.  That’s a great question.  The answer is really quite simple: I help organizations define what they want to accomplish through their project portfolio. I help organizations align the … Continue reading

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Clear Goals and Fuzzy Roles

Fresh out of college, shortly after starting a new job, I remember my old boss sitting me down and giving me some advice.  “To succeed in this job,” he said, “You’ll need a high tolerance for ambiguity.”  That’s a theme … Continue reading

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