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	<title>Governance Archives - ppmexecution.com</title>
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	<link>https://ppmexecution.com/category/governance/</link>
	<description>A portfolio management knowledge (PPM) center promoting strategic leadership for strategic execution through project portfolio management</description>
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		<title>Know The Difference Between Work Intake Versus Stage-Gate</title>
		<link>https://ppmexecution.com/intake-versus-stage-gate/</link>
					<comments>https://ppmexecution.com/intake-versus-stage-gate/#comments</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Sun, 01 Apr 2018 00:53:40 +0000</pubDate>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Stage-Gate]]></category>
		<category><![CDATA[pipeline management]]></category>
		<category><![CDATA[portfolio planning]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=836</guid>

					<description><![CDATA[<p>[activecampaign form=9]What is the difference between a work intake process and a Stage-Gate process? This is important to distinguish, especially for newer PMO’s that are setting up portfolio management processes. Work Intake The work intake process refers to the steps of developing a project proposal and bringing it to the governance board (or PMO) for [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/intake-versus-stage-gate/">Know The Difference Between Work Intake Versus Stage-Gate</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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		<item>
		<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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			</item>
		<item>
		<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>Communicate Portfolio Value</title>
		<link>https://ppmexecution.com/communicate-portfolio-value/</link>
					<comments>https://ppmexecution.com/communicate-portfolio-value/#respond</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Mon, 26 Jan 2015 06:09:47 +0000</pubDate>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Stage-Gate]]></category>
		<category><![CDATA[pipeline management]]></category>
		<category><![CDATA[Portfolio communication]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=668</guid>

					<description><![CDATA[<p>I recently finished a project helping a CPG organization within a large retail company implement a product portfolio management process. The company as a whole tends to avoid developing business processes, but this CPG organization recognized the need for greater process discipline around its product pipeline and work in-take. Any endeavor to implement portfolio management can [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/communicate-portfolio-value/">Communicate Portfolio Value</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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		<item>
		<title>Portfolio Review Meetings</title>
		<link>https://ppmexecution.com/portfolio-review-meetings/</link>
					<comments>https://ppmexecution.com/portfolio-review-meetings/#comments</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Mon, 24 Nov 2014 06:45:42 +0000</pubDate>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Portfolio Optimization]]></category>
		<category><![CDATA[Prioritization]]></category>
		<category><![CDATA[Efficient frontier]]></category>
		<category><![CDATA[optimization]]></category>
		<category><![CDATA[portfolio management]]></category>
		<category><![CDATA[portfolio optimization]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=656</guid>

					<description><![CDATA[<p>[activecampaign form=9] Portfolio Review Meetings Portfolio review meetings are a great way to review and assess the entire project portfolio with the governance team. Unfortunately in practice, these meetings can be overwhelming, time consuming, and unproductive. There are many ways to conduct a portfolio review meeting, but one of the key questions of the governance [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/portfolio-review-meetings/">Portfolio Review Meetings</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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			</item>
		<item>
		<title>Gate Review Filters</title>
		<link>https://ppmexecution.com/gate-review-filters/</link>
					<comments>https://ppmexecution.com/gate-review-filters/#respond</comments>
		
		<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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		<item>
		<title>The Purpose and Goal of Prioritization</title>
		<link>https://ppmexecution.com/the-purpose-and-goal-of-prioritization/</link>
					<comments>https://ppmexecution.com/the-purpose-and-goal-of-prioritization/#comments</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Mon, 21 Apr 2014 05:29:45 +0000</pubDate>
				<category><![CDATA[Governance]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Prioritization]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=493</guid>

					<description><![CDATA[<p>Prioritization is firstly about focus—where to assign resources and when to start the work. It is not primarily about scoring methods and ranking mechanisms.  Without defining project priorities, it is difficult to effectively distribute personnel to carry out the highest valued projects. Project priorities enable management to assign their employees to the most important projects. [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/the-purpose-and-goal-of-prioritization/">The Purpose and Goal of Prioritization</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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		<item>
		<title>PMI Standard for Portfolio Management Third Edition</title>
		<link>https://ppmexecution.com/pmi-standard-for-portfolio-management-third-edition/</link>
					<comments>https://ppmexecution.com/pmi-standard-for-portfolio-management-third-edition/#respond</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Sat, 08 Feb 2014 07:24:53 +0000</pubDate>
				<category><![CDATA[Book Review]]></category>
		<category><![CDATA[Capacity Management]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[Governance]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=476</guid>

					<description><![CDATA[<p>The PMI Standard for Portfolio Management Third Edition is the first edition that is worth buying. Having read the 1st and 2nd editions and reviewed the exposure draft for the 2nd and 3rd, PMI has come a long way with the third edition. Nearly all the major components of portfolio management are referenced in this [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/pmi-standard-for-portfolio-management-third-edition/">PMI Standard for Portfolio Management Third Edition</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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		<item>
		<title>Book Review &#8211; IT Governance</title>
		<link>https://ppmexecution.com/book-review-it-governance/</link>
					<comments>https://ppmexecution.com/book-review-it-governance/#respond</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Fri, 20 Dec 2013 06:54:04 +0000</pubDate>
				<category><![CDATA[Book Review]]></category>
		<category><![CDATA[Governance]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[portfolio management]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=469</guid>

					<description><![CDATA[<p>Book review of IT Governance by Peter Weill and Jeanne Ross (Harvard Business School Publishing, 2004) Synopsis “IT governance is the most important factor in generating business value from IT.” “Good governance design allows enterprises to deliver superior results on their IT investments.” “Effective IT governance is the single most important predictor of the value [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/book-review-it-governance/">Book Review &#8211; IT Governance</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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		<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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