Portfolio decisions

The distance between strategy and delivery, named as an economics problem rather than a discipline problem.

Why an on-time, on-budget project can still destroy value, and what a portfolio is really optimizing for.

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.

Starting a project before it can actually run costs more than starting it late, because a stalled start still holds the constraint.

Adding alignment calls and governance to a slipping portfolio taxes the constraint you were trying 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.