Insights
Articles and essays on Flow Economics and the patterns we see across multi project organisations.
This is where we publish thinking that does not fit into the guide, the course, or the book. Shorter pieces, observations from the field, responses to current debates in portfolio management, and developments of the framework as it continues to evolve. It is written for people who already take these questions seriously, and want to think alongside us.
The most common objection to evolving the PMO into a Value Management Office is some version of this: "We do not have the data."
It comes up in every conversation. The metrics required to operate as a VMO sound sophisticated. Drag cost, investment health, value per constrained resource hour, portfo...
In most organisations, the decision to accelerate a project happens late, under pressure, and as a reaction to something going wrong.
A milestone is slipping. A customer is escalating. A senior leader is unhappy. Someone authorises overtime, brings in contractors, reassigns specialists. The project...
There is no shortage of maturity frameworks in project and portfolio management. P3M3. OPM3. CMMI. Gartner’s PPM maturity model. They have all been applied across organisations of every size and sector, and most large enterprises have used at least one of them to benchmark where they sit.
They are ...
Every portfolio contains at least one project where the economics have quietly turned.
The original business case was sound. The work started in good faith. But somewhere along the way - through delay, scope change, market shift, competitor action, or the slow accumulation of small problems - the p...
Most project delays are reported in two ways. A red status indicator on a slide, and a revised completion date in the schedule.
Neither of those tells you what the delay is economically worth. They tell you a project is late. They do not tell you what being late is costing the business.
The concep...
"Everything is priority one."
It is the most common phrase in multi-project organisations, and it is usually said with frustration. Sometimes it is said as a joke. Either way, it describes a real condition: a portfolio in which every project has been declared important enough to win the next argume...
Get new pieces as they are published
If you want new articles delivered to your inbox, leave your email below.
A short note when something new is published. Nothing else.
Flow Economics
The layer between strategy and execution.
Understanding how value moves through multi-project organisations.
