Top 143 Project Portfolio Management Things You Should Know

What is involved in Project Portfolio

Find out what the related areas are that Project Portfolio connects with, associates with, correlates with or affects, and which require thought, deliberation, analysis, review and discussion. This unique checklist stands out in a sense that it is not per-se designed to give answers, but to engage the reader and lay out a Project Portfolio thinking-frame.

How far is your company on its Project Portfolio Management journey?

Take this short survey to gauge your organization’s progress toward Project Portfolio Management leadership. Learn your strongest and weakest areas, and what you can do now to create a strategy that delivers results.

To address the criteria in this checklist for your organization, extensive selected resources are provided for sources of further research and information.

Start the Checklist

Below you will find a quick checklist designed to help you think about which Project Portfolio related domains to cover and 143 essential critical questions to check off in that domain.

The following domains are covered:

Project Portfolio, Project portfolio management, Aggregate project plan, Change control, Comparison of project-management software, Contract management software, Estimation, Project funding, Project management, Project management office, Project management simulation, Project management software, Project manager, Resource, Resource management, Risk Management, Schedule, Single version of the truth:

Project Portfolio Critical Criteria:

Scrutinze Project Portfolio adoptions and grade techniques for implementing Project Portfolio controls.

– Are assumptions made in Project Portfolio stated explicitly?

– What is our formula for success in Project Portfolio ?

– How do you organize project portfolios?

– What is project portfolio management?

– How do we go about Securing Project Portfolio?

Project portfolio management Critical Criteria:

Grasp Project portfolio management risks and revise understanding of Project portfolio management architectures.

– How do you incorporate cycle time, productivity, cost control, and other efficiency and effectiveness factors into these Project Portfolio processes?

– Do we monitor the Project Portfolio decisions made and fine tune them as they evolve?

– How will you measure your Project Portfolio effectiveness?

Aggregate project plan Critical Criteria:

Chart Aggregate project plan planning and mentor Aggregate project plan customer orientation.

– What are your most important goals for the strategic Project Portfolio objectives?

– What are the long-term Project Portfolio goals?

– How would one define Project Portfolio leadership?

Change control Critical Criteria:

Think about Change control risks and oversee implementation of Change control.

– For your Project Portfolio project, identify and describe the business environment. is there more than one layer to the business environment?

– Who sets the Project Portfolio standards?

– Why is change control necessary?

Comparison of project-management software Critical Criteria:

Familiarize yourself with Comparison of project-management software results and point out Comparison of project-management software tensions in leadership.

– Do we cover the five essential competencies-Communication, Collaboration,Innovation, Adaptability, and Leadership that improve an organizations ability to leverage the new Project Portfolio in a volatile global economy?

– Have you identified your Project Portfolio key performance indicators?

– How do we keep improving Project Portfolio?

Contract management software Critical Criteria:

Communicate about Contract management software visions and reduce Contract management software costs.

– How can you negotiate Project Portfolio successfully with a stubborn boss, an irate client, or a deceitful coworker?

– Who is responsible for ensuring appropriate resources (time, people and money) are allocated to Project Portfolio?

– Does Project Portfolio create potential expectations in other areas that need to be recognized and considered?

Estimation Critical Criteria:

Disseminate Estimation outcomes and create Estimation explanations for all managers.

– What are your current levels and trends in key measures or indicators of Project Portfolio product and process performance that are important to and directly serve your customers? how do these results compare with the performance of your competitors and other organizations with similar offerings?

– How do risk analysis and Risk Management inform your organizations decisionmaking processes for long-range system planning, major project description and cost estimation, priority programming, and project development?

– For estimation problems, how do you develop an estimation statement?

– What are the Essentials of Internal Project Portfolio Management?

– Should managers do the estimation of Product Backlog Items?

– Are there Project Portfolio problems defined?

Project funding Critical Criteria:

Meet over Project funding decisions and perfect Project funding conflict management.

– What will be the consequences to the business (financial, reputation etc) if Project Portfolio does not go ahead or fails to deliver the objectives?

– What knowledge, skills and characteristics mark a good Project Portfolio project manager?

– Will Project Portfolio deliverables need to be tested and, if so, by whom?

Project management Critical Criteria:

Revitalize Project management decisions and probe the present value of growth of Project management.

– How do you merge agile, lightweight processes with standard industrial processes without either killing agility or undermining the years youve spent defining and refining your systems and software process assets?

– Does it replace or negate traditional project management concerns with risk, scheduling, metrics, and execution, or does it shift how we think about these and necessitate new techniques and approaches?

– How can a company arrange a new project if the management does not know when they will finish the current projects and when the employees will be free to take on a new project?

– What are the key considerations and decisions that must be made to ensure your project management office is appropriate for your organization?

– Are your current project management and time and expense capture applications outdated and expensive to update and maintain?

– How much effort and investment in time and resources will be required to develop new tools, templates and processes?

– Will the metrics and measurement techniques to determine project success (or failure) need to change?

– To what extent are agile and traditional project management techniques mutually exclusive?

– Which individual role is responsible for all aspects of the delivery of the solution?

– Why should a client choose a project team which offers agile software development?

– Justification: what are your research questions and how do you motivate them?

– What is important in the kick-off meeting to enable feedback and learning?

– What s the protocol for interaction, decision making, project management?

– Does implementation of project management require a culture change?

– Agile Project Management and PRINCE2 9 – one or the other, or both?

– What is the Technical aspect of Project Management?

– What project management certifications do you hold?

– How familiar are we with Agile project management?

– How much project management is needed?

– When is done done?

Project management office Critical Criteria:

Investigate Project management office strategies and give examples utilizing a core of simple Project management office skills.

– Think about the kind of project structure that would be appropriate for your Project Portfolio project. should it be formal and complex, or can it be less formal and relatively simple?

– Just what is a project management office, and how can it help you address the unique project management challenges in your organization?

– In a project to restructure Project Portfolio outcomes, which stakeholders would you involve?

– Does your organization have a Project Management Office (PMO)?

– Does your organization have a Project Management Office?

– Why is Project Portfolio important for you now?

Project management simulation Critical Criteria:

Discourse Project management simulation leadership and pioneer acquisition of Project management simulation systems.

– What are your key performance measures or indicators and in-process measures for the control and improvement of your Project Portfolio processes?

– What are the barriers to increased Project Portfolio production?

– What are internal and external Project Portfolio relations?

Project management software Critical Criteria:

Consult on Project management software issues and get out your magnifying glass.

– What are specific Project Portfolio Rules to follow?

– Is the scope of Project Portfolio defined?

Project manager Critical Criteria:

Dissect Project manager tactics and ask questions.

– There is lots of discussion about the role of a project manager; whether a project manager is needed in the agile world or not. How much and which way a traditional project manager has to change his/her management style or way of working in order to be an agile project manager?

– With agile processes promoting the concept of self-directed teams, is there room for the conventional project manager or does this role also need to evolve to suit the principles of the new paradigm?

– How much and which way a traditional project manager has to change his/her management style or way of working in order to be an agile project manager?

– Do we have these warning signs: This project is not that big and everyone knows what they are doing -why do we need a project manager?

– How can an agile project manager balance team level autonomy and individual level autonomy in agile software teams?

– What are the actions taken by project managers when leading and implementing a transformational change initiative?

– What should the project manager(s) do differently next time your organization undergoes a change process?

– How can an agile project manager balance team level autonomy and individual level autonomy in agile software teams?

– What are the most important skills practitioners consider make an effective people project manager?

– What are the top 3 things at the forefront of our Project Portfolio agendas for the next 3 years?

– So, if the project no longer needs a detailed master project plan, why does it need a project manager?

– What project management qualifications does the Project Manager have?

– Can we do Project Portfolio without complex (expensive) analysis?

– Can project managers measure project status at any point in time?

– What is the necessity of a Project Manager?

– What is the duty of a Project Manager?

– What was the project manager best at?

– Who are the project managers?

Resource Critical Criteria:

Paraphrase Resource tasks and assess and formulate effective operational and Resource strategies.

– Does your company provide resources to improve end-user awareness of phishing, malware, indicators of compromise, and procedures in the event of a potential breach?

– Project type: what percent of resources should go to new product developments?

– Which Customers just take up resources and should be considered competitors?

– What are the legal risks in using Big Data/People Analytics in hiring?

– What is the important thing that human resources management should do?

– What decisions can you envision making with this type of information?

– How can we promote retention of high performing employees?

– Do you understand the parameters set by the algorithm?

– How is the Ease of navigating the hr website?

– May an employee make an anonymous complaint?

– Why study Human Resources management (hrm)?

– Do we have the right skills and resources?

– In what areas do you feel we can improve?

– Analytic Applications: Build or Buy?

– Has AGILE staff managed staff and resources?

– How do we engage the stakeholders?

– Who has access to what resource?

– Were resources available as planned?

Resource management Critical Criteria:

Apply Resource management decisions and triple focus on important concepts of Resource management relationship management.

– Imagine you work in the Human Resources department of a company considering a policy to protect its data on employees mobile devices. in advising on this policy, what rights should be considered?

– What are our needs in relation to Project Portfolio skills, labor, equipment, and markets?

– How will we insure seamless interoperability of Project Portfolio moving forward?

– Have the types of risks that may impact Project Portfolio been identified and analyzed?

– Can we reuse our existing resource management and configuration tools?

Risk Management Critical Criteria:

Revitalize Risk Management failures and tour deciding if Risk Management progress is made.

– Are we communicating about our Cybersecurity Risk Management programs including the effectiveness of those programs to stakeholders, including boards, investors, auditors, and insurers?

– Do you participate in sharing communication, analysis, and mitigation measures with other companies as part of a mutual network of defense?

– Do we have a log monitoring capability with analytics and alertingalso known as continuous monitoring?

– To what extent is Cybersecurity risk incorporated into organizations overarching enterprise Risk Management?

– Have standards for information security across all entities been established or codified into law?

– Do you have a common risk and control framework used across the company?

– Where do we locate our Cybersecurity Risk Management program/office?

– To what extent are you involved in ITRM at your company?

– How are risks currently identified, assigned and mitigated?

– Are your recovery strategies regularly updated?

– What scope do you want your strategy to cover?

– Are Request For Changes (RFC) submitted for each patch?

– What will we do if something does go wrong?

– Why should we adopt this framework?

– Why do you want risk management?

– Will any rule interfere with others?

Schedule Critical Criteria:

Accumulate Schedule tasks and grade techniques for implementing Schedule controls.

– The pp and the semp define the tasks and schedule for the project and the processes that will be followed to produce the deliverables. once the project is underway, how can you track progress against the plan?

– Does the tool in use have the ability to integrate with Active Directory or sync directory on a scheduled basis, or do look-ups within a multi-domain forest in the sub-100-millisecond range?

– What additional schedule (and cost) would be required if they continued at historical or any other lower burn rates?

– Who will be responsible for making the decisions to include or exclude requested changes once Project Portfolio is underway?

– Schedule feasibility. can the solution be designed and implemented within an acceptable time period?

– Schedule feasibility -can the solution be designed and implemented within an acceptable time?

– How likely is the current Project Portfolio plan to come in on schedule or on budget?

– Were sponsors and decision makers available when needed outside regularly scheduled meetings?

– What is the project time schedule for developing and launching the product?

– What is a formalized approach for developing a project schedule?

– Is there an impact to schedule performance and to what level?

– Optimising schedules in terms of memory port and ALU uses ?

– Has the time for updating the information been scheduled?

– What is the schedule and budget for data collection?

– Cost / schedule impact analysis required?

– Is there a release schedule for updates?

– How important is the original schedule?

Single version of the truth Critical Criteria:

Co-operate on Single version of the truth planning and visualize why should people listen to you regarding Single version of the truth.

– How can the value of Project Portfolio be defined?

– Why are Project Portfolio skills important?


This quick readiness checklist is a selected resource to help you move forward. Learn more about how to achieve comprehensive insights with the Project Portfolio Management Self Assessment:

Author: Gerard Blokdijk

CEO at The Art of Service |

Gerard is the CEO at The Art of Service. He has been providing information technology insights, talks, tools and products to organizations in a wide range of industries for over 25 years. Gerard is a widely recognized and respected information expert. Gerard founded The Art of Service consulting business in 2000. Gerard has authored numerous published books to date.

External links:

To address the criteria in this checklist, these selected resources are provided for sources of further research and information:

Project Portfolio External links:

Project Portfolio Management Software | Deltek PPM

What Is a Project Portfolio? | eHow

Eclipse Project Portfolio Management – Login

Project portfolio management External links:

Best Project Portfolio Management (PPM) Software in …

Eclipse Project Portfolio Management – Login

Project Portfolio Management Software | Deltek PPM

Aggregate project plan External links:

Aggregate Project Plan –

Aggregate Project Plan (APP) – explained – YouTube

Aggregate project plan Flashcards | Quizlet

Change control External links:

Change Control Board • ITS: Educational Solutions …


[PDF]Change Control Procedure – University of North …

Contract management software External links:

Contract Management Software – Icertis

Contract Management Software | ContractWorks

CobbleStone Systems: Contract Management Software

Estimation External links:

Individual – Estimation Calculators

Blood Alcohol Chart For Estimation – Breathalyzer

Honda Generators – Wattage estimation guide

Project funding External links:

Project Funding/SBLC/BG/United Investors Co.Ltd/London

2017 TIP September 28, 2016 APPENDIX A – 30 Regional Policies: Project Funding and Specific Funding Programs AB 664 Net Bridge Toll Revenues
http://Project Funding/SBLC/BG/United Investors Co.Ltd/London

Project management External links:

LearnSmart IT & Project Management Online Training …

Membership | Project Management Institute

Project management office External links:

About PPM – Project Management Office – Purdue University

COT – Enterprise Project Management Office (EPMO)

Project Management Office (PMO) | Research …

Project management simulation External links:

Project Management Simulation – Versatile Company

[PDF]SimProject Project Management Simulation

Project Management Simulation – Forio

Project management software External links:

Best Project Management Software Reviews 2017

Construction Project Management Software | BuildingBlok

Synchro – Construction project management software …

Project manager External links:

HealthMEDX Project Manager Logon

Phoenix Project Manager – CPM Project Scheduling

What is a Project Manager? – CEG

Resource External links:

Resource Title National Agency, Inc.

First American – Title Resource Database

Search Products – Title Resource LLC

Resource management External links:

Resource Management Jobs, Employment |

Cultural and Environmental Resource Management | Thesis Titles

Risk Management External links:

Risk Management –

Risk Management Job Titles | Enlighten Jobs

Risk Management

Schedule External links:

Major League Baseball Schedule |

ABC TV Show Schedule –

STARZ TV Schedule

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