Creatures that slow down portfolio delivery and how to kill them
Many organizations struggle to ﬁnish their projects on time, on budget, and within scope. If you look into their portfolios, one of the ﬁrst things to notice is the huge number of projects. I remember an organization with more than 600 projects. It was ﬁreﬁghting all over the place. Problems in one project were solved by resources from other projects and as a result the problem project is not at risk anymore (but delayed) and by using resources from other projects, these projects are now at risk too. And this approach was continuously repeated. Furthermore, the portfolio had independent projects delivering the same beneﬁts (on paper) or delivering the same output. 100 percent resource utilization in optima forma and as a result a ‘trafﬁc jam’ in the portfolio pipeline. After rationalization the ﬁnal portfolio contained less than 100 projects and all of a sudden it was possible to ﬁnish projects and deliver beneﬁts.
In this White Paper, you will get one or more examples to understand each project creature, to which question it relates, who must act, and how to kill it or transform the creature into a project that ﬁts in the portfolio.