Comments on: Intuition is Not Enough for Knowing About the Project Portfolio http://jrothman.com/blog/mpd/2008/08/intution-is-not-enough-for-knowing-about-the-project-portfolio.html Management, especially good management, is hard to do. This blog is for people who want to think about how they manage people, projects, and risk. Thu, 08 Jan 2009 19:10:58 +0000 http://wordpress.org/?v=2.7 hourly 1 By: Jim Ward http://jrothman.com/blog/mpd/2008/08/intution-is-not-enough-for-knowing-about-the-project-portfolio.html/comment-page-1#comment-20454 Jim Ward Tue, 19 Aug 2008 12:43:05 +0000 http://jrothman.com/blog/mpd/?p=8473#comment-20454 I am having trouble with the definition of the word "value" in this context. Do you mean showing progress, as in earned value, or value to the customer, such as in ROI or payback period? Value has become a loaded word. Please define your terms. Either way, I agree that managers intuitively don't know anything. I fully agree with your Red, Yellow, Green statements. Unfortunately, many managers do not believe that it is their job to ensure that their projects deliver value, if we mean that the product of the project, when implemented, provides value to the organization. We may do a cost - benefit analysis when a project is launched, and may track costs during development, but how many of us actually go back after the fact and ensure that benefits are being realized? I am having trouble with the definition of the word “value” in this context. Do you mean showing progress, as in earned value, or value to the customer, such as in ROI or payback period? Value has become a loaded word. Please define your terms.

Either way, I agree that managers intuitively don’t know anything. I fully agree with your Red, Yellow, Green statements.

Unfortunately, many managers do not believe that it is their job to ensure that their projects deliver value, if we mean that the product of the project, when implemented, provides value to the organization. We may do a cost - benefit analysis when a project is launched, and may track costs during development, but how many of us actually go back after the fact and ensure that benefits are being realized?

]]> By: Dwayne Phillips http://jrothman.com/blog/mpd/2008/08/intution-is-not-enough-for-knowing-about-the-project-portfolio.html/comment-page-1#comment-20326 Dwayne Phillips Sun, 17 Aug 2008 18:51:29 +0000 http://jrothman.com/blog/mpd/?p=8473#comment-20326 A manager is managing a thing. We can measure the attributes of an thing. Use the measurements, use the numbers, we the facts. Leaders lead people. I cannot measure all the attributes of a person, so with people I try to use intuition and such part of the time. A manager is managing a thing. We can measure the attributes of an thing. Use the measurements, use the numbers, we the facts.

Leaders lead people. I cannot measure all the attributes of a person, so with people I try to use intuition and such part of the time.

]]> By: Arjan`s World » LINKBLOG for August 15, 2008 http://jrothman.com/blog/mpd/2008/08/intution-is-not-enough-for-knowing-about-the-project-portfolio.html/comment-page-1#comment-20071 Arjan`s World » LINKBLOG for August 15, 2008 Fri, 15 Aug 2008 20:13:06 +0000 http://jrothman.com/blog/mpd/?p=8473#comment-20071 [...] Intution is Not Enough for Knowing About the Project Portfolio - Johanna Rothman [...] [...] Intution is Not Enough for Knowing About the Project Portfolio - Johanna Rothman [...]

]]> By: Steve Romero, IT Governance Evangelist http://jrothman.com/blog/mpd/2008/08/intution-is-not-enough-for-knowing-about-the-project-portfolio.html/comment-page-1#comment-19978 Steve Romero, IT Governance Evangelist Fri, 15 Aug 2008 05:38:38 +0000 http://jrothman.com/blog/mpd/?p=8473#comment-19978 I also read Mr. Kaplan's book, and I too had a major problem with the statement you paraphrased. I like the use of the word "value", but sufficient? What is "sufficient" value? I much prefer "required" value. I also agree that the level of value a project is delivering is far from intuitive. I completely agree with your assertion that we need concrete data based on well thought out project performance metrics and measures. The reality is that few organizations have mastered the science and art of metrics and measures and the associated systematic approach to collecting, integrating, aggregating, analyzing and disseminating the data required to make good fact-based project decisions. Steve Romero, IT Governance Evangelist http://community.ca.com/blogs/theitgovernanceevangelist/ I also read Mr. Kaplan’s book, and I too had a major problem with the statement you paraphrased. I like the use of the word “value”, but sufficient? What is “sufficient” value? I much prefer “required” value. I also agree that the level of value a project is delivering is far from intuitive. I completely agree with your assertion that we need concrete data based on well thought out project performance metrics and measures. The reality is that few organizations have mastered the science and art of metrics and measures and the associated systematic approach to collecting, integrating, aggregating, analyzing and disseminating the data required to make good fact-based project decisions.

Steve Romero, IT Governance Evangelist
http://community.ca.com/blogs/theitgovernanceevangelist/

]]> By: Tim Harris http://jrothman.com/blog/mpd/2008/08/intution-is-not-enough-for-knowing-about-the-project-portfolio.html/comment-page-1#comment-19939 Tim Harris Thu, 14 Aug 2008 21:52:59 +0000 http://jrothman.com/blog/mpd/?p=8473#comment-19939 I think it is possible for Managers to know the project status intuitively, if they are concentrating on the project enough. Unfortunately, I suspect that when a project isn't delivering sufficient value, it's partly because the PM is too busy doing something else. Measuring team's progress using Agile methodologies is a great way to consistently detect the productivity of the team, irrespective of the activities of the PM... Interesting post, thank you. I think it is possible for Managers to know the project status intuitively, if they are concentrating on the project enough. Unfortunately, I suspect that when a project isn’t delivering sufficient value, it’s partly because the PM is too busy doing something else. Measuring team’s progress using Agile methodologies is a great way to consistently detect the productivity of the team, irrespective of the activities of the PM…

Interesting post, thank you.

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