Has any executive ever complained that they had too few projects? Most feel that they have way too many projects, and can never get them all completed. Yet having failed to deliver 100 projects for each of the last ten years they’ll still happily approve another 100 projects next year in the hope that something will magically change.
But of course, nothing changes all by itself. And to be fair, the problem isn’t necessarily an inability to deliver projects – or programs, products, epics, capabilities or anything else. It’s really an issue of effective demand management. Most organizations are trying to deal with the dual challenge of controlling the amount of demand and where it’s coming from, and the ability to analyze and prioritize that demand. Effective strategic portfolio management (SPM), enables you to address both of those issues.