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	<title>Portfolio Data Archives - ppmexecution.com</title>
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	<description>A portfolio management knowledge (PPM) center promoting strategic leadership for strategic execution through project portfolio management</description>
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		<title>Improve Portfolio Health By Avoiding Two Portfolio Management Extremes</title>
		<link>https://ppmexecution.com/improve-portfolio-health-by-avoiding-two-portfolio-management-extremes/</link>
					<comments>https://ppmexecution.com/improve-portfolio-health-by-avoiding-two-portfolio-management-extremes/#respond</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Wed, 30 Mar 2016 15:20:58 +0000</pubDate>
				<category><![CDATA[Governance]]></category>
		<category><![CDATA[Portfolio Data]]></category>
		<category><![CDATA[Portfolio Optimization]]></category>
		<category><![CDATA[Prioritization]]></category>
		<category><![CDATA[capacity management]]></category>
		<category><![CDATA[Efficient frontier]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[optimization]]></category>
		<category><![CDATA[pipeline management]]></category>
		<category><![CDATA[portfolio optimization]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=762</guid>

					<description><![CDATA[<p>Two Simple Questions You can measure your general portfolio health with two simple questions: 1) Do you approve all or almost all of your projects? 2) Are you approving so few projects that people would say you are “cutting to the bone”? These are two portfolio management extremes that we will examine in this post. [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/improve-portfolio-health-by-avoiding-two-portfolio-management-extremes/">Improve Portfolio Health By Avoiding Two Portfolio Management Extremes</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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		<title>Portfolio Reports &#8211; Portfolio Bubble Charts</title>
		<link>https://ppmexecution.com/portfolio-reports-portfolio-bubble-charts/</link>
					<comments>https://ppmexecution.com/portfolio-reports-portfolio-bubble-charts/#comments</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Sun, 14 Feb 2016 08:06:48 +0000</pubDate>
				<category><![CDATA[Governance]]></category>
		<category><![CDATA[Portfolio Data]]></category>
		<category><![CDATA[Portfolio Management Software]]></category>
		<category><![CDATA[Reports]]></category>
		<category><![CDATA[Data Visualization]]></category>
		<category><![CDATA[Portfolio Reporting]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=750</guid>

					<description><![CDATA[<p>This is the third post in a series on portfolio management reports. In the first post, we reviewed introductory portfolio management reports that convey the basic dimensions of the portfolio. In the second post we reviewed treemaps and advanced pareto charts that can help identify outlier projects worthy of more scrutiny. In this post we [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/portfolio-reports-portfolio-bubble-charts/">Portfolio Reports &#8211; Portfolio Bubble Charts</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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			</item>
		<item>
		<title>Portfolio Reports &#8211; Part 2</title>
		<link>https://ppmexecution.com/portfolio-reports-part-2/</link>
					<comments>https://ppmexecution.com/portfolio-reports-part-2/#respond</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Mon, 21 Dec 2015 04:58:01 +0000</pubDate>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Portfolio Data]]></category>
		<category><![CDATA[Reports]]></category>
		<category><![CDATA[Data Visualization]]></category>
		<category><![CDATA[Efficient frontier]]></category>
		<category><![CDATA[Portfolio Reporting]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=734</guid>

					<description><![CDATA[<p>In the previous post, we reviewed very basic portfolio reports that can easily generated with initial data. In this post we will continue examining portfolio reports with an emphasis on intermediate level reporting. Pareto Chart (Financial Contribution) All companies should have a breakdown of project cost, but not all companies capture project value. For those [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/portfolio-reports-part-2/">Portfolio Reports &#8211; Part 2</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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		<item>
		<title>Portfolio Reporting Part 1</title>
		<link>https://ppmexecution.com/portfolio-reporting-part-1/</link>
					<comments>https://ppmexecution.com/portfolio-reporting-part-1/#comments</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Mon, 30 Nov 2015 01:44:04 +0000</pubDate>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Portfolio Data]]></category>
		<category><![CDATA[Reports]]></category>
		<category><![CDATA[Data Visualization]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Portfolio Reporting]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=729</guid>

					<description><![CDATA[<p>In a previous post, I wrote that from a very pragmatic point of view, getting the right data to leadership at the right time is at the heart of good project portfolio management. If the right data is not available for decision makers to use, the issue will be mediocre results at best. In actuality, [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/portfolio-reporting-part-1/">Portfolio Reporting Part 1</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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		<title>Strengthen Talent Management With PPM</title>
		<link>https://ppmexecution.com/strengthen-your-talent-management-approach-with-ppm/</link>
					<comments>https://ppmexecution.com/strengthen-your-talent-management-approach-with-ppm/#respond</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Sat, 30 May 2015 19:33:55 +0000</pubDate>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Portfolio Data]]></category>
		<category><![CDATA[Portfolio Management Software]]></category>
		<category><![CDATA[Talent Management]]></category>
		<category><![CDATA[capacity management]]></category>
		<category><![CDATA[portfolio management software]]></category>
		<category><![CDATA[talent management]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=704</guid>

					<description><![CDATA[<p>Is It Just About Talent Acquisition? When people refer to the “war for talent” many discussions center on talent acquisition and try to answer the question “how do we hire the best people?” Although talent acquisition is important, talent development and retention are also very important (you want to keep those great people you hired, correct?). [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/strengthen-your-talent-management-approach-with-ppm/">Strengthen Talent Management With PPM</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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			</item>
		<item>
		<title>Increase the Value of PPM Systems</title>
		<link>https://ppmexecution.com/increase-the-value-of-ppm-systems/</link>
					<comments>https://ppmexecution.com/increase-the-value-of-ppm-systems/#respond</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Tue, 30 Sep 2014 05:33:29 +0000</pubDate>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Portfolio Data]]></category>
		<category><![CDATA[Portfolio Management Software]]></category>
		<category><![CDATA[Quality]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[portfolio management software]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=637</guid>

					<description><![CDATA[<p>Today’s Environment Project portfolio management (PPM) helps organizations make decisions that move the needle toward achieving their strategic objectives. In order to make those decisions, senior leadership needs the right information at the right time. This is where PPM systems come in, providing the quality data helping to inform sound decision making. Unfortunately, many companies [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/increase-the-value-of-ppm-systems/">Increase the Value of PPM Systems</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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		<item>
		<title>Gate Review Filters</title>
		<link>https://ppmexecution.com/gate-review-filters/</link>
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		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Sun, 20 Jul 2014 06:31:39 +0000</pubDate>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Portfolio Data]]></category>
		<category><![CDATA[Stage-Gate]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=536</guid>

					<description><![CDATA[<p>Phase-gate reviews improve project selection. If an organization wants a winning portfolio then the governance team must select winning projects. Therefore the project governance board must be able to discriminate between good projects and great projects. The phase-gate process enables the project governance board to review these projects based on preselected strategic criteria at the [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/gate-review-filters/">Gate Review Filters</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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		<title>Book Review-A Fish In Your Ear</title>
		<link>https://ppmexecution.com/book-review-a-fish-in-your-ear/</link>
					<comments>https://ppmexecution.com/book-review-a-fish-in-your-ear/#comments</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Sun, 18 May 2014 05:38:28 +0000</pubDate>
				<category><![CDATA[Book Review]]></category>
		<category><![CDATA[Portfolio Data]]></category>
		<category><![CDATA[Portfolio Optimization]]></category>
		<category><![CDATA[portfolio optimization]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=501</guid>

					<description><![CDATA[<p>After reading the first three chapters of A Fish In Your Ear, I stopped reading it for about a year. A lot of time is spent discussing the psychology of decision making, which is not often covered in the PPM literature, but it wasn’t enough to keep my attention. I came back to the book [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/book-review-a-fish-in-your-ear/">Book Review-A Fish In Your Ear</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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		<title>Portfolio Management V-Model Part 2</title>
		<link>https://ppmexecution.com/portfolio-management-v-model-part-2/</link>
					<comments>https://ppmexecution.com/portfolio-management-v-model-part-2/#respond</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Mon, 15 Jul 2013 06:31:01 +0000</pubDate>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Portfolio Data]]></category>
		<category><![CDATA[Strategic Execution]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[portfolio management]]></category>
		<category><![CDATA[strategic execution]]></category>
		<category><![CDATA[strategic leadership]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=393</guid>

					<description><![CDATA[<p>In part 1 of the portfolio management V-model we looked at the left side of V (process and data) that drives better decision making. In part 2 we will look at the right side of the V (leadership and governance) and then tie everything together. Let’s start with governance. Establishing portfolio management governance is a [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/portfolio-management-v-model-part-2/">Portfolio Management V-Model Part 2</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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			</item>
		<item>
		<title>Portfolio Management V-Model Part 1</title>
		<link>https://ppmexecution.com/portfolio-management-v-model-part-1/</link>
					<comments>https://ppmexecution.com/portfolio-management-v-model-part-1/#respond</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Sat, 29 Jun 2013 15:56:57 +0000</pubDate>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Portfolio Data]]></category>
		<category><![CDATA[leadership]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=378</guid>

					<description><![CDATA[<p>I recently constructed a portfolio management-oriented V-model. The traditional V-model has been used in software and product development, but this PPM variant differs in that the end result comes together at the point of the V. This is not an exhaustive list of PPM components, but does represent critical components and how they come together [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/portfolio-management-v-model-part-1/">Portfolio Management V-Model Part 1</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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