Portfolio Management – Page 5 – Thinking Portfolio

PMO and Communication Skills

A project manager’s office or PMO is the focus of all activities that are being carried out in an organization. A project management team has to plan, track, manage and report progress of work being carried out within an organization. Team managers and coordinators have to coordinate with their team members and project office about requirements and expectations to ensure that work is done as per client expectations and instructions are not misunderstood. An effective ...

Esa Toivonen, Managing Partner, Senior Advisor, CGEIT, CISA, CRISC, LJK2017-07-11T11:26:15+03:002.2.2015|

Understand your PMO Total Cost of Ownership

As organizations becoming increasingly reliant on a Project Management Office (PMO), it becomes all the more important to have a clear idea of the Total Cost of Ownership or TCO. Knowing your TCO can help a business plan better. Budgeting decisions, the bottom line and even strategy have a closely linked relationship with the costs associated with a PMO. Keep it simple While communicating the TCO, the PMO must ensure that it is not chock-full ...

Esa Toivonen, Managing Partner, Senior Advisor, CGEIT, CISA, CRISC, LJK2017-07-11T11:41:43+03:0025.1.2015|

6 Key Points for Good Portfolio Management Leadership

Good portfolio management can help businesses achieve greater value making it a vital tool for success. It can help you make better decisions, execute strategy and manage change across the organization. It takes a few simple steps to adopt best practices in product portfolio management. Involve everyone PPM is an ongoing activity and not a one-off event. It is all encompassing. Good portfolio management will involve people across the organization. With the buy-in of the ...

Thinking Portfolio2017-07-11T11:51:20+03:0025.11.2014|

Case Study: Peikko Group

Transparency and clear reports reduce project workload Peikko aims at creating a real-time view of the overall status of projects. Peikko Group is an expert of concrete connections and composite beams, providing customers with innovative solutions that facilitate and speed up the construction process. Peikko Group has sales branches in thirty countries and production facilities in nine countries. It employs over 900 people. Peikko has a large amount of simultaneously ongoing development projects, and managing them ...

Thinking Portfolio2017-07-12T13:35:39+03:0010.5.2014|

Specific Roles, Functions and Objectives of Service Portfolio Management

Service portfolio management is essentially the process responsible for the establishment and putting together of the basic service design package also known as the SDP. Service portfolio management is fast becoming a critical objective for most IT companies seeking to achieve greater success in providing advanced IT services as well as superior support to customers or users. The main idea behind service portfolio management is to bring down the complications in the IT processes and ...

Thinking Portfolio2017-07-12T13:38:02+03:0022.4.2014|

Back to Basics on Project Portfolio Management (PPM)

As an operating business, you may be required to handle multiple projects at a time. To ensure that all your projects are progressing smoothly and on time, it is important to maintain a portfolio. Termed as project portfolio management, this process can help you organize and categorize projects based on your organizational goals. It is also valuable when acquiring information and sorting out projects based on criteria and priority. There are several tools and techniques ...

Thinking Portfolio2017-07-12T13:40:51+03:0018.2.2014|

Is your application portfolio ready? – Introducing Bring Your Own Application (BYOA)

In the recent years, there has been a talk of a trend within organizations, where employees are allowed to use their own devices in work. This phenomenon has been coined BYOD, or Bring Your Own Device. The phenomenon has been a divisive one One of the positive factors related to it is user satisfaction, which in turn results in increased productivity at work. However, BYOD has also presented challenges. Data administration has found it difficult ...

Esa Toivonen, Managing Partner, Senior Advisor, CGEIT, CISA, CRISC, LJK2017-07-13T12:03:37+03:0023.4.2013|

Manage Critical Applications With Your IT Portfolio

One of our clients counted over four thousand individual pieces of software in use in their company. Certainly only a handful of these are business critical, others are tools that assist in performing various tasks. Do you know which of your hundreds of IT applications are critical, how they serve your business now and in the future, and if there are redundancies or omissions you should be aware of? Does your IT portfolio help in ...

Thinking Portfolio2017-07-13T12:06:02+03:0027.2.2013|

Project resource management problems are side effects of other issues (TOP 5 perspectives)

1. Resource management is not a solution for productivity Productivity is a common objective of resource management. While productivity is an appropriate measure of operational efficiency, it should not be seen as the focus of resource management. In fact, resource management is often quite far removed from the input-output ratio focused on producing the maximum amount of satisfactory output in the least amount of time. This often calls for changes in key processes rather than resource ...

Esa Toivonen, Managing Partner, Senior Advisor, CGEIT, CISA, CRISC, LJK2017-07-13T12:19:14+03:008.6.2012|

How to be successful in project portfolio management development (Read TOP 8 experiences)

1. Keep it simple! Keep things simple, always try to find the key elements in each development phase and simplify it. The implementation of a typical strategic portfolio management operating model and tools takes around 100 days. Development processes which tend to drag on are unlikely to yield positive results. According to our experience, the complicated way has never worked in practice. 2. Earn the support of the management In the event that management aspires ...

Esa Toivonen, Managing Partner, Senior Advisor, CGEIT, CISA, CRISC, LJK2017-07-13T12:20:05+03:0015.5.2012|