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Manage Your Project Portfolio, 2nd Edition

Book Description

You have too many projects, and firefighting and multitasking are keeping you from finishing any of them. You need to manage your project portfolio. This fully updated and expanded bestseller arms you with agile and lean ways to collect all your work and decide which projects you should do first, second, and never. See how to tie your work to your organization's mission and show your managers, your board, and your staff what you can accomplish and when. Picture the work you have, and make those difficult decisions, ensuring that all your strength is focused where it needs to be.

Table of Contents

  1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">&#160;</span>Foreword by Ron JeffriesForeword by Ron Jeffries
  2. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">&#160;</span>Foreword by Tim ListerForeword by Tim Lister
  3. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">&#160;</span>PrefacePreface
  4. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">1. </span>Meet Your Project PortfolioMeet Your Project Portfolio
    1. How I Started to Manage My Project Portfolio
    2. The Project Portfolio Flows Work Through Teams
    3. What a Project Portfolio Is
    4. See the High- and Low-Level Views
    5. Now Try This
  5. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">2. </span>See Your FutureSee Your Future
    1. Managing with a Project Portfolio
    2. Signs You Need to Manage the Project Portfolio
    3. Managing Without a Project Portfolio
    4. What Are Your Emergency Projects?
    5. Lean Approaches to the Project Portfolio
    6. Why You Should Care About the Project Portfolio
    7. Now Try This
  6. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">3. </span>Create the First Draft of Your PortfolioCreate the First Draft of Your Portfolio
    1. Know What Work to Collect
    2. Is the Work a Project or a Program?
    3. Organize Your Projects into Programs as Necessary
    4. Organize the Portfolio
    5. Using Tools to Manage a Portfolio
    6. Now Try This
  7. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">4. </span>Evaluate Your ProjectsEvaluate Your Projects
    1. Should We Do This Project at All?
    2. Decide to Commit, Kill, or Transform the Project
    3. Commit to a Project
    4. Kill a Project
    5. How to Kill a Project and Keep It Dead
    6. Killing a Senior Manager’s Pet Project
    7. Kill Doomed Projects
    8. Transform a Project
    9. Now Try This
  8. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">5. </span>Rank the PortfolioRank the Portfolio
    1. Never Rank Alone
    2. Rank with Cost of Delay
    3. Rank with Business Value Points
    4. Remaining Points Provide Metadata
    5. Rank the Projects by Risk
    6. Use Your Organization’s Context to Rank Projects
    7. Who’s Waiting for Your Projects to Be Completed?
    8. Rank the Work by Your Products’ Position in the Marketplace
    9. Use Other Comparison Methods to Rank Your Projects
    10. Beware of Ranking Traps
    11. Your Project Portfolio Is an Indicator of Your Organization’s Overall Health
    12. Publish the Portfolio Ranking
    13. Now Try This
  9. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">6. </span>Collaborate on the PortfolioCollaborate on the Portfolio
    1. Organize to Commit
    2. Build Trust
    3. Define Your Principle so You Can Collaborate
    4. Articulate Your Mission to Prepare for Collaboration
    5. Facilitate the Portfolio Evaluation Meeting
    6. How to Say No to More Work
    7. Fund Projects Incrementally
    8. Never Make a Big Commitment
    9. Discover Barriers to Collaboration
    10. Who Needs to Collaborate on the Portfolio?
    11. Now Try This
  10. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">7. </span>Iterate on the PortfolioIterate on the Portfolio
    1. Decide When to Review the Portfolio
    2. Select an Iteration Length for Your Review Cycles
    3. Defend the Portfolio from Attack
    4. How to Decide If You Can’t Change Life Cycles, Roadmaps, or Budgets
    5. Make Decisions as Late as Possible
    6. Now Try This
  11. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">8. </span>Make Portfolio DecisionsMake Portfolio Decisions
    1. Keep a Parking Lot of Projects
    2. Decide How Often to Review the Parking Lot
    3. Decide How to Manage Advanced Projects
    4. Conduct a Portfolio Evaluation Meeting
    5. Conduct a Portfolio Evaluation Meeting at Least Quarterly to Start
    6. Review Your Decisions
    7. Now Try This
  12. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">9. </span>Visualize Your Project PortfolioVisualize Your Project Portfolio
    1. Who Needs to See What?
    2. See the Calendar View
    3. See the Variety of Work
    4. See the Work in Progress for Many Projects
    5. Now Try This
  13. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">10. </span>Scaling Portfolio Management&#160;to&#160;an&#160;EnterpriseScaling Portfolio Management to an Enterprise
    1. Understand How You Work Together Now
    2. Does Your Organization Suffer from Resource Efficiency Thinking?
    3. Create a Holistic Perspective of All the Work
    4. Define Strategy at Your Level
    5. Ask These Questions for Each Business Unit
    6. Beware of the Sunk Cost Fallacy
    7. Start with Strategy and Paper
    8. Start Here with an Agenda for a Corporate Project Portfolio Meeting
    9. Scale with Care
    10. Now Try This
  14. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">11. </span>Evolve Your PortfolioEvolve Your Portfolio
    1. Lean Helps You Evolve Your Portfolio Approach
    2. Choose What to Stabilize
    3. Stabilize the Timebox
    4. Stabilize the Number of Work Items in Progress
    5. Fix the Queue Length for a Team
    6. When You Need to Fix Cost
    7. Management Changes When You Stabilize Something About Your Projects
    8. Now Try This
  15. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">12. </span>Measure the EssentialsMeasure the Essentials
    1. Measure Value
    2. What You Need to Measure About Your Projects
    3. Measure Project Velocity: Current and Historical
    4. Measure Project Cycle and Lead Time
    5. Measure Cumulative Flow for the Project
    6. Measure Obstacles Preventing the Team’s Progress
    7. Measure the Product Backlog Burnup Chart
    8. Measure Run Rate and Other Cost Data, if Necessary
    9. Don’t Even Try to Measure Individual Productivity
    10. What You Need to Measure About the Portfolio
    11. Measure Capacity by Team, Not by Individual
    12. People Finish More with Lean and Agile
    13. Now Try This
  16. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">13. </span>Define Your MissionDefine Your Mission
    1. Define the Business You Are In
    2. What Good Is a Mission, Anyway?
    3. Define an Actionable Mission for the Organization
    4. Managers: Do Management Work
    5. Draft a Mission from Scratch
    6. Brainstorm the Essentials of a Mission
    7. Refine the Mission
    8. Derive Your Mission from Your Work
    9. How to Define a Mission When No One Else Will
    10. Beware of the Mission Statement Traps
    11. Test Your Mission
    12. Make the Mission Real for Everyone
    13. Now Try This
  17. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">14. </span>Start Somewhere&#8230;But StartStart Somewhere…But Start
    1. You’re the Only One Managing the Project Portfolio
    2. Can I Really Do This?
  18. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">A1. </span>GlossaryGlossary
  19. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="toc-secnum">&#160;</span>BibliographyBibliography