UMT360 Blog

Blog Posts from the Leader in Enterprise Portfolio Management

Archive for the ‘strategic portfolio management’ tag

What’s the status of your status reports?

Written by Ben Chamberlain on March 31st, 2021 at 12:49 pm

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Since project management first became a formal discipline, status reports have been the bane of every project manager’s life.  Team members hate having to stop their work to update them.  Stakeholders doubt the accuracy, completeness and timeliness of them.  PMOs feel as though they spend way too much trying to corral them.  And leadership largely ignores them.

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Roadmaps are the key to driving all transformation.

Written by Ben Chamberlain on March 24th, 2021 at 1:33 pm

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If your business doesn’t already some roadmaps, then you probably feel as though you should have them.  Because that’s what everyone seems to be been talking about – you have to have roadmaps, you can’t manage your business without roadmaps, roadmaps will unlock your strategic potential.  And on, and on, and on.

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Effectively leveraging your most important asset – your resources.

Written by Ben Chamberlain on March 10th, 2021 at 10:10 am

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It may be a cliché to say that people are your most important asset, but when it comes to Strategic Portfolio Management (SPM), that’s exactly what they are.  So far, we’ve considered the different ways work gets done, the different models for delivering on strategy, and the need to continuously adjust and adapt your plans to shifting circumstances and emerging opportunities.  But regardless of how well any of that happens, you only deliver through the work that people do.

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To do planning right, it needs to be both continuous and adaptive.

Written by Ben Chamberlain on March 3rd, 2021 at 2:01 pm

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A series of blogs about Strategic Portfolio Management (SPM) wouldn’t be complete without a post stressing the importance of continuous or adaptive planning.  You may think you’ve heard it all before, but you really haven’t.  Because what is being promoted as the concept of continuous planning, and what many organizations have tried to embrace, isn’t continuous planning at all.  And it certainly isn’t adaptive.

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What good is strategy if you can’t deliver on it?

Written by Ben Chamberlain on February 26th, 2021 at 1:39 pm

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Life used to be simple.  Leaders got together once a year and set priorities for the business, and those became goals and objectives.  Departments developed project proposals, with the “best” of those proposals (or the ones with the best sales pitch) approved as the initiatives that would help to achieve the stated goals and objectives.  Except that really wasn’t so simple, was it?

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