I have been reflecting recently on what makes portfolio management so different from project and programme management… and why I have been surprised that so many people don’t really seem to appreciate this.
Happy New Year to all ProgM members from the ProgM chair and committee.
Well, the 2010 Christmas project is nearing its climax, with a spectrum of deliverables arriving on a timetable that started in the UK High Street in August and will end with NORADs Santa tracker on the night of 24th December, so we can follow Santas progress all around the world to our own chimneys.
No longer can Programme/Project Management Offices (PMOs) be seen as an isolated seemingly administrative overhead.
This new SIG has many challenges, no, lets call them opportunities why not? One of these is the promotion, or rather selling (the value of) portfolio management.
Arras Peoples Benchmarking Report is always an interesting read, and theyve recently kicked off the 2011 survey.
It is quite a feat to be entertaining and thought provoking at the same time.
Who would have thought that the topic of the current series of the Apprentice would have generated so much activity in the project management blogosphere? Almost as much as the Linkedin discussion on what should be the project managers theme tune - 79 comments and counting! In the Parallel Training blog, Paul Naybour has been talking about Lord Sugars capability as the project sponsor which prompted the question about which project His Lordship is actually sponsoring? Answer the one that maximises his personal profile and the BBCs ratings.
You have to feel sorry for those poor Apprentices trying their hardest to be project managers under the scrutiny of Lord Sugar and all for the benefit of entertaining the viewing public.
Not so long ago I was involved in a fairly extensive piece of research (the report eventually ran to over 50,000 words) for the Cabinet Office looking at the case for portfolio management.