Work2.0. That is: close to the Belgium beach, with the kids making Kapla constructions inside, or building sand-castles outside, I go through they news feeds of HBR, Huffington post and many other, while discussing articles on Portfolio Management with Peter Rappange, who is on holiday in Germany, and some challenges at Tata Steel with Luuk Jurriens, who is no doubt somewhere in The Netherlands.
The essence of Portfolio Management, of course: to help an organization collect, analyze and use information about all of its projects for structured decision-making (fashionably called: Governance). By sorting and prioritizing each project according to certain criteria, such as strategic value, impact on resources, cost, and so on, PPM can reach objectives similar to the objectives of managing a financial portfolio:
- To become conscious of all the individual items in the portfolio
- To develop a “big picture” view and a better understanding of the portfolio as a whole.
- To allow sensible sorting, adding, and removing of items from the list based on their costs, benefits, and alignment with long-term strategies or goals.
- To allow the portfolio owner to get the “best bang for the buck” from resources invested.
Not surprisingly, the issues with projects we encounter (and the issues look identified), usually are related to portfolio management in the first place, and with project management in the second place. Not being able to get stakeholders aligned, or not being able to get enough resources for a project usually has everything to do with priorities, and much less with how adequate the project management skills in an organisation are.
Meanwhile, my workplace for today: the livingroom table, with a MacBook Air, an iPad and the good old Blackberry.
I think this is what we had in mind when deciding to work together.
I is amazing, once you know where to look, how many people are sharing information on the web on how to make working life easier more efficient and more fun. Today I read Chris Anderson’s emailcharter.
“E-mail overload is something we are inadvertently doing to each other. You can’t solve this problem acting alone. You will end up simply ignoring, delaying, or rushing responses to many incoming messages, and risk annoying people or missing something great. That prospect is stressful.”
Instead, he sets out 10 principles http://emailcharter.org/index.html that he hopes the world will adopt, to fix this problem. Some of them make a lot of sense. David Pogue, in his New York Times Tech Blog, adds a few of his own. http://pogue.blogs.nytimes.com/2011/06/30/we-have-to-fix-e-mail/