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.
Most executives can tell you what their PMO costs to run. Headcount, tooling, overhead - it’s a defensible number on a budget line.
Almost none of them can tell you what running their portfolio without a Value Management Office is costing them. Not because the cost isn’t there. Because nothing in t...
Most PMO leaders never sit down and decide to become a Value Management Office. They drift into it.
The questions being asked of the function gradually shift. The reports that used to land cleanly start getting awkward follow-up questions. The conversations at steering group move from "is this proj...
Most articles answering this question give you a list: governance, reporting, prioritisation, benefits tracking. Each item sounds reasonable. None of them tells you what the function actually does on a Tuesday morning.
That is the wrong way in. A Value Management Office is not defined by its task l...
Search for "VMO vs PMO" and you will find a confident answer almost everywhere: the Value Management Office is a new department that sits above the PMO, doing the strategic value work while the PMO continues to manage delivery.
That framing is wrong - and it creates exactly the turf war PMO leaders...
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Flow Economics
The layer between strategy and execution.
Understanding how value moves through multi-project organisations.
