Portfolio Decisions

Every project was priority one and nothing was finishing. What turned it around in five weeks? A real case behind the Sequencing Decision.

Strategy execution is usually treated as a discipline problem. The execution gap is an economics one: more approved work than the constraint can carry.

Project success is usually judged on time, budget and scope. Yet individual projects can look healthy while the portfolio as a whole underdelivers.

Annual portfolio planning locks in your scarcest capacity at the exact moment you know the least, then holds it fixed while the year proves you wrong.

Project initiation usually means a charter and a kickoff. Full kit asks a harder question: once the work starts, can it actually run, or will it stall?

Project communication management adds meetings and reports when work slips. Past a point, that overhead eats the capacity it was meant to protect.

Project 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.

A project management maturity model with six levels, from activity focus to constraint value optimization, and an honest read on where your portfolio sits.

The 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.

Matrix prioritization ranks projects by an opinion score. It cannot price what an hour of your most constrained resource is worth on each one.

Earned value management tracks cost and schedule against plan. It was never built to say whether the plan is still worth running.