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Vol. XI Issue IV - April 2009
Project Management eJournal
PM TIPS & TECHNIQUES
Project Portfolio Management – The Art of Saying “No”
By Jeff Oltmann
Spread Too Thin
“We’re spread too thin!” How frequently do you hear that anguished cry at work?
Nearly all organizations have more project work to do than they have people and money to do it. Often the management team has difficulty saying “no.” Instead, they try to do everything by cramming more work onto the calendars of already overworked project teams or by cutting corners during the project.
Despite a heavy investment of people and money in projects, the organization still gets poor results because people are working on the wrong projects or on too many projects. Trying to do too much causes all projects to suffer from delays, cost overruns or poor quality.
To read entire paper (click here) >>
Jeff Oltmann, PMP Author
Jeff Oltmann , is principal consultant at Synergy Professional Services, LLC in Portland, Oregon (www.spspro.com). He is also on the graduate faculty of the Division of Management at Oregon Health and Science University. His specialties include strategy deployment, operational excellence, and project portfolio management. Jeff is a seasoned leader with over 20 years of experience managing successful technology programs. He ran the Program Management Office (PMO) and a $60M project portfolio for IBM’s xSeries development facility in Oregon. Jeff’s hands-on program management experience includes program budgets over $100M and worldwide cross-functional teams of over 100 members. Jeff welcomes your questions and ideas. You can contact him at jeff@spspro.com or read previous articles at www.spspro.com/resources.htm.
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