Last month I posted an article Titled “Managing the Software Supply Chain”. It recapped an IBM White Paper outlining how to effectively manage individual projects as part of a software supply chain. One of the key themes was identifying the business value a project will deliver and establishing clear metrics to quantify the actual delivered value.
The next logical step once you’ve mastered delivering individual projects that drive business value is to manage a portfolio of projects and drive the maximum value from the set of projects in your portfolio.
“PMO Best Practices Are No Longer Good Enough” is an article on this topic, published by UMT360. It can be found here.
The common theme is again defining and measuring the business value of a project, and then making informed decisions about how to maximize the portfolio value by actively managing the funds and resources applied to the projects in your portfolio.