(Rebroadcast) Many organizations are faced with the reality of balancing their portfolio of projects. Depending on the level of investment of time and money, both projects and their associated stakeholders are continuously competing for face time to meet their own agendas. Interestingly enough, senior project managers have expressed concerns comparing the ROI calculation of new projects versus those later into their lifecycle. In fact, new projects at the beginning of their lifecycle often are projected at the 75%+ ROI in contrast to the more mature projects estimated at a 10%-15% ROI. It’s no wonder that organizations and project managers want to move on from older, mature projects and pursue new ideas. Project portfolio management (PPM) as a discipline and the emergence of PMOs have gained momentum in recent years in project-centric organizations to help prioritize projects and keep them on course.
For industries in which the development of new products is the life line of their organizations, PPM methodology has always been a critical component to their business. This is especially true for organizations in the Consumer Packaged Goods (CPG) industry that may have dozens of products at one time at different stages in their development. Every product is treated as a project, and with the complexity of each product the time and resources invested have challenged organizations in their ability to separate the good from the bad that lies within their portfolio of projects.
In this episode, Wayne Thompson will be talking to industry insider, Hugh Woodward, who has over 35 years of project management experience in manufacturing, construction and IT. Hugh will be sharing with us his war stories and insights of project portfolio management in the consumer packaged goods industry and the challenges of choosing between investments in scheduled or existing projects and new ideas.
1. Interview with industry insiders – "Yearbook”
2. The closing of the episode – “Greasy Wheels”