Insights
Fresh thinking on flow, capacity and the economics of getting the right projects finished. Newest first.
Topics: Constraints and Bottlenecks · Resource Management · The Cost of Delay · Portfolio Decisions · Value and Business Cases · Planning and Estimating
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Why Your Best People Should Do One Thing at a Time
Read the piece: Why Your Best People Should Do One Thing at a TimeMultitasking your scarcest specialist across three important projects looks like good prioritization. It delays all three, and the delay has a price.
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The Price of Yes: What One More Project Really Costs
Read the piece: The Price of Yes: What One More Project Really CostsProject selection scores a new project on its own merits. The real cost lands on the work already in flight, and no business case shows it.
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Your PMO Already Has the Data to Become a VMO
Read the piece: Your PMO Already Has the Data to Become a VMOYour PMO dashboard already tracks RAG ratings and milestone variance. The same schedule and business case data can also price drag cost and DIPP.
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Why Task Acceleration Should Be an Investment Decision, Not a Panic Response
Read the piece: Why Task Acceleration Should Be an Investment Decision, Not a Panic ResponseProject crashing money is usually spent late and under pressure. Weighed against drag cost, it goes only where the time is worth more than it costs.
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The Flow Economics Maturity Model: Where Does Your Portfolio Actually Sit?
Read the piece: The Flow Economics Maturity Model: Where Does Your Portfolio Actually Sit?A project management maturity model with six levels, from activity focus to constraint value optimization, and an honest read on where your portfolio sits.
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How to Know When a Project Is No Longer Worth Finishing
Read the piece: How to Know When a Project Is No Longer Worth FinishingThe sunk cost fallacy is not the real question. DIPP asks whether finishing this project, from this point forward, still pays for the capacity it uses.
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Drag Cost: The Hidden Price of Project Delay
Read the piece: Drag Cost: The Hidden Price of Project DelayCost of delay prices a whole project's lateness. Drag cost prices the one critical-path activity actually causing it, and names it.
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How Value Management Offices Handle Competing Priorities
Read the piece: How Value Management Offices Handle Competing PrioritiesMatrix prioritization ranks projects by an opinion score. It cannot price what an hour of your most constrained resource is worth on each one.
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The Real Cost of Not Having a Value Management Office
Read the piece: The Real Cost of Not Having a Value Management OfficeEarned value management tracks cost and schedule against plan. It was never built to say whether the plan is still worth running.
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Is Your PMO Actually a Value Management Office in Disguise?
Read the piece: Is Your PMO Actually a Value Management Office in Disguise?Five signs the PMO role in project management has already moved past delivery control and into deciding which work is worth doing.
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What Does a Value Management Office Actually Do?
Read the piece: What Does a Value Management Office Actually Do?Benefits management checks after delivery whether the promised value showed up. A Value Management Office asks the question before the money is spent.
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Value Management Office vs PMO: The PMO Is Evolving, Not Being Replaced
Read the piece: Value Management Office vs PMO: The PMO Is Evolving, Not Being ReplacedA project management office and a Value Management Office are not two departments. One is what the other becomes when it starts pricing value.