by business value, and the senior manager buys into that ranking, you can start to kill projects. When you kill a project, it’s dead. No one works on it part time. No one does a little bit to prepare for it. In Star Trek vernacular, “It’s dead, Jim.”
Project Portfolio Decisions Are For Now, Not Forever
The nice thing about agile and lean approaches is that they make managing the project portfolio easy. You can assess the projects and re-decide at the end of every iteration. Or, you can reassess whenever you’ve finished one card in a kanban system.
Because the project portfolio decisions are temporary, it’s easier to commit for now to high-risk projects. It’s easier to decide if a project is not returning enough business value and park it or kill it. It’s easier to decide if a project is not worth anything at all to the organization and kill it outright.
And, because the decisions are for now , not forever, it’s easier to experiment and commit to just one project at a time and avoid multitasking.
Excuse me now, I’ve finished this article, and I need to go back to fixing my chimney.