Chapter 1
Overview of Organizational Portfolio Management
Introduction
I have too few resources and too many new projects. How can I possibly keep the present commitments that are being made by our sales force and still assign the resources required to support the new projects that are going to drive our future? I need to keep our delivery commitments to our present customers as my top priority or we won’t have customers when the new projects are completed.
We hear this comment over and over and, when we don’t hear it, it is because they are thinking it, but don’t want to say it. New projects are the lifeblood of most organizations. Without them the organization has little or no future.
Once we opened up the world as our customers, we also opened ...
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