DEALING WITH MANY PROJECTS
‘The certainties of one age are the problems of the next.’
R H TAWNEY, 1926
In Part Two we looked at the framework for managing a single project, taking it from being an idea, through various life cycle stages until benefits are being realised. We also examined how the staged approach could be used as a management framework for any type of project you might choose and/or bundles of related projects (programmes).
In Part Three I will explain how you can keep track of all the projects and programmes which together make up the set of initiatives aimed at changing your business to suit its future strategic direction. The different ways in which organisations control the full portfolio of projects they are undertaking are as diverse and numerous as the organisations themselves. It is here that the aspects of culture, structure and systems come to the fore to influence what you actually do. There is no one ‘right’ way, but there are many ‘wrong’ ways!
- Balance the risks across your project portfolio.
- Build the business case into your business plan as soon as the project has been approved.
- Make informed decisions on which projects you allow to continue.
- Prioritise benefits, not projects.
- Ensure that you have the freedom to change by having ‘white space’ resources.
- Keep a list of the projects you are undertaking.
How to use Part Three
Read Part Three with an open mind. Understand the principles. Note what needs to be taken into account. Consider how you can deal with these in your organisation with the particular constraints you have. Do not be too quick to discard the approaches given. Adapt them to meet your needs, within the constraints you have, but stick to the basic principles.