Many new Meisterplanners have questions about the difference between portfolios and scenarios and how to use them effectively. In this article, Kevin Johnson, from our partner Sandhill Consulting explains the difference between portfolios and scenarios and offers some best practices on how to use these two features in Meisterplan.
Fear of better options (FOBO) is common when managing a portfolio, but how can you make project portfolio management decisions without big regrets? This article gives tips on how to make even the most difficult portfolio management decisions.
Here at Meisterplan, agile software development meets traditional project management. This doesn't have to cause major conflicts. Our product manager Stefan Schneider explains how we handle waterfall and agile project management methods being used simultaneously at Meisterplan.
Introducing Scrum meant introducing a culture change. Moving away from waterfall planning with big concepts to small iterations. But we can't ignore the big concepts and milestones, especially not from the management perspective. Product management falls right in the middle of this gap. On one hand, there are the benefits of agile, and on the other hand, the importance of reliable planning. How do we bring this together? Our product manager, Stefan Schneider, tells his thoughts on the topic.
The merger of two companies turns the project portfolios of both companies upside down or at least shakes them up properly. The role that project portfolio management plays in mergers & acquisitions is therefore huge.
As soon as there is more than one project to be worked on, everything starts falling to pieces. Wouldn't it be awesome, if our plans actually worked? To make this happen, we need a portfolio management method that is easy to understand, learn, and maintain. We want to work together to make this a reality.
A truly functioning project portfolio process is difficult and perhaps impossible without reports. In this article, Meisterplan's Data Analyst, Fabian Zeitvogel, discusses how the right data, prepared and compiled properly, enables informed decisions.
In this article, Thomas Quandt writes about the sense and sensibility of integrating project managers into portfolio management. Why take the effort? Because in the end it pays off with happy project managers and more successful projects.
Since we think these problems, solutions and ideas can also benefit project managers and people involved in portfolio far beyond Munich and Germany, we would like to share the results here. What causes projects and plans to fail? And how can they succeed?
It is important to take a look at the software and tools you are using to make sure that they are effectively accomplishing what you need. In this post, we discuss 7 signs that it's time for a new project portfolio management software.