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	<title>portfolio management Archives - ppmexecution.com</title>
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	<link>https://ppmexecution.com/tag/portfolio-management/</link>
	<description>A portfolio management knowledge (PPM) center promoting strategic leadership for strategic execution through project portfolio management</description>
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		<title>A Guide to Building a Project Prioritization Scoring Model</title>
		<link>https://ppmexecution.com/how-to-build-a-prioritization-scoring-model/</link>
					<comments>https://ppmexecution.com/how-to-build-a-prioritization-scoring-model/#comments</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Tue, 04 Sep 2018 06:10:40 +0000</pubDate>
				<category><![CDATA[Portfolio Optimization]]></category>
		<category><![CDATA[Prioritization]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[portfolio management]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=872</guid>

					<description><![CDATA[<p>[activecampaign form=9] PRIORITIZATION IN THE CONTEXT OF PROJECT PORTFOLIO MANAGEMENT Portfolio management is about maximizing organizational value delivery through programs and projects. In order to maximize value delivery, the governance teams that approve work and prioritize projects need to share a common view of “value” in order to use a scoring model to select the [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/how-to-build-a-prioritization-scoring-model/">A Guide to Building a Project Prioritization Scoring Model</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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			<slash:comments>15</slash:comments>
		
		
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		<item>
		<title>Resource Management and Capacity Planning Handbook</title>
		<link>https://ppmexecution.com/resource-management-and-capacity-planning-handbook/</link>
					<comments>https://ppmexecution.com/resource-management-and-capacity-planning-handbook/#respond</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Fri, 13 Mar 2015 06:57:51 +0000</pubDate>
				<category><![CDATA[Book Review]]></category>
		<category><![CDATA[Capacity Management]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[capacity management]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[optimization]]></category>
		<category><![CDATA[portfolio management]]></category>
		<category><![CDATA[portfolio management software]]></category>
		<category><![CDATA[strategic leadership]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=683</guid>

					<description><![CDATA[<p>Book Review The Resource Management and Capacity Planning Handbook by Jerry Manas is the authoritative source for any organization wanting to improve its resource management practices in the context of portfolio management.  The opening chapter does a great job of providing basic context of resource management and capacity planning and strongly leverages a benchmark study [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/resource-management-and-capacity-planning-handbook/">Resource Management and Capacity Planning Handbook</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>
		<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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		<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>
		<title>Prioritization Matrix</title>
		<link>https://ppmexecution.com/prioritization-matrix/</link>
					<comments>https://ppmexecution.com/prioritization-matrix/#comments</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Sat, 03 Nov 2012 07:27:49 +0000</pubDate>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Prioritization]]></category>
		<category><![CDATA[Stage-Gate]]></category>
		<category><![CDATA[portfolio management]]></category>
		<category><![CDATA[portfolio processes]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=257</guid>

					<description><![CDATA[<p>[activecampaign form=9]In a recent LinkedIn discussion, questions were asked about the short-comings of prioritization matrices. I would like to highlight the strengths and weaknesses of using such a tool for portfolio management. Firstly, a priority matrix differs from a more traditional scoring approach in that it offers a limited number of priority selections. The most [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/prioritization-matrix/">Prioritization Matrix</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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			</item>
		<item>
		<title>The Right Portfolio Data at the Right Time</title>
		<link>https://ppmexecution.com/the-right-portfolio-data-at-the-right-time/</link>
					<comments>https://ppmexecution.com/the-right-portfolio-data-at-the-right-time/#comments</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Tue, 18 Sep 2012 14:10:05 +0000</pubDate>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Portfolio Data]]></category>
		<category><![CDATA[Portfolio Maturity]]></category>
		<category><![CDATA[Quality]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[portfolio management]]></category>
		<category><![CDATA[portfolio management software]]></category>
		<category><![CDATA[portfolio maturity]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=250</guid>

					<description><![CDATA[<p>From a very pragmatic point of view, getting the right data 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. Portfolio management is about selecting the right projects, optimizing the portfolio [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/the-right-portfolio-data-at-the-right-time/">The Right Portfolio Data at the Right Time</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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		<item>
		<title>Highlights from Day 2 of the Gartner PPM Conference</title>
		<link>https://ppmexecution.com/highlights-from-day-2-of-the-gartner-ppm-conference/</link>
					<comments>https://ppmexecution.com/highlights-from-day-2-of-the-gartner-ppm-conference/#respond</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Wed, 30 May 2012 23:21:07 +0000</pubDate>
				<category><![CDATA[General]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[portfolio management]]></category>
		<category><![CDATA[portfolio management software]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=242</guid>

					<description><![CDATA[<p>Benefits and Beyond: Rethinking the Strategic Value of Project, Program, and Portfolio Management (Mark Langley-PMI  and Matt Light, Gartner ) We need to be able to answer the question, “Why did we do what we did?” Benefits realization is a process throughout the project management lifecycle (among high performing organizations) not just at the end. [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/highlights-from-day-2-of-the-gartner-ppm-conference/">Highlights from Day 2 of the Gartner PPM Conference</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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		<item>
		<title>Phased Approach for Portfolio Software Implementations</title>
		<link>https://ppmexecution.com/phased-approach-for-portfolio-software-implementations/</link>
					<comments>https://ppmexecution.com/phased-approach-for-portfolio-software-implementations/#respond</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Fri, 23 Mar 2012 05:17:49 +0000</pubDate>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Portfolio Maturity]]></category>
		<category><![CDATA[organizational infrastructure]]></category>
		<category><![CDATA[portfolio management]]></category>
		<category><![CDATA[portfolio management software]]></category>
		<category><![CDATA[portfolio maturity]]></category>
		<category><![CDATA[portfolio processes]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=205</guid>

					<description><![CDATA[<p>In a previous blog post, I commented on doing portfolio management ‘by hand’ to learn the processes before adopting a robust portfolio tool. In a recent discussion on LinkedIn, one consultant commented that this most successful PPM software implementations occurred when companies took a phased approach to ease in the new solution. The first phase [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/phased-approach-for-portfolio-software-implementations/">Phased Approach for Portfolio Software Implementations</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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		<item>
		<title>Bubble Charts and Normalization</title>
		<link>https://ppmexecution.com/bubble-charts-and-normalization/</link>
					<comments>https://ppmexecution.com/bubble-charts-and-normalization/#comments</comments>
		
		<dc:creator><![CDATA[Tim Washington]]></dc:creator>
		<pubDate>Wed, 01 Feb 2012 05:22:21 +0000</pubDate>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Portfolio Optimization]]></category>
		<category><![CDATA[optimization]]></category>
		<category><![CDATA[portfolio management]]></category>
		<category><![CDATA[portfolio optimization]]></category>
		<category><![CDATA[portfolio processes]]></category>
		<guid isPermaLink="false">http://ppmexecution.com/?p=192</guid>

					<description><![CDATA[<p>Bubble charts are common place in portfolio management processes. Without a designated portfolio management tool, I have designed bubble charts by hand using Excel and PowerPoint. To determine a ‘value’, we use our prioritization value scores and compare that among projects. We have risk scores as part of our prioritization criteria that drive the ‘risk’ [&#8230;]</p>
<p>The post <a href="https://ppmexecution.com/bubble-charts-and-normalization/">Bubble Charts and Normalization</a> appeared first on <a href="https://ppmexecution.com">ppmexecution.com</a>.</p>
]]></description>
		
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