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It is a familiar feeling. There is simply too much work to be done. It feels like more and more projects are starting and old ones are not yet concluded. What is happening is that all these unfinished projects are left hanging around waiting for the same key people or resources to be available in […]
Do you have the challenge that the PMO behaves more as a supportive function for individual projects, rather than an entity that looks at the big picture (the portfolio level)? I have been working with several portfolio management cases, assessments, audits and consultancy assignments in different roles over the past 10 years. One thing always […]
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Is there a difference between portfolio management for internal initiatives and external initiatives? After all, they are all just the same, right? The main challenge in handling work for most organizations is resource management. There always seem to be more work to do than there are people. For internal initiatives, this means that not everything […]
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“Minimum viable management must be a primary aim. In specific aspects of management, such as safety, data safety and regulatory compliance situations in which rigorous processes must be applied, more management is needed. Minimum viable management is not a constant.” This is the way that 50 theses of management (https://valuedrivenmodel.com/?p=193) defines the minimum viable management. […]
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Authors: Kati Lehmuskoski, Tuomo Koskenvaara Background At the root of all co-operation is appreciation and trust. Managers must focus on building trust and creating a safe work environment. Minimum viable management must be a primary aim. In specific aspects of management, such as safety, data safety and regulatory compliance situations in which rigorous processes must […]