Traditional Portfolio Management: A Castle of Lies
summary
The talk analyzes how traditional project-based portfolio management becomes a “castle of lies” by involving many people, including top executives, and creating deceptive signals. It describes recommended principles and practices to break that vicious cycle and offers several context-dependent, chronological options for adopting those recommendations.
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chapters (19)
- 0:00Castle of lies introduction
- 2:02Closed scope
- 6:19Estimating time and cost
- 8:27ROI and value calculation
- 10:15Tracking system
- 12:01Breaking the cycle
- 13:28Traditional management improvements
- 22:45Focus on problem, not solution
- 25:13Lead time metrics
- 28:19Portfolio project reduction
- 34:27Portfolio structural practices
- 35:08Fixed teams advantages and models
- 41:56From projects to products
- 43:21Time horizons H0 to H3
- 46:28Top-down budget redistribution
- 48:59Component or product allocation
- 50:24Efficiency vs effectiveness metrics
- 51:27Castle of lies characters
- 51:50Q&A
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