So which projects should “win” now?
The dilemma of traditional PPM now consists in granting too little relevance to the actual feasibility at the expense of the strategic weighting. In actuality, it would be more important to produce a portfolio which, in its entirety, has a real chance of succeeding. It should also be regarded not in terms of a fiscal year, but ideally in much smaller time segments with constant review and the possibility of reprioritization.
Therefore, the question should no longer be “what can we get for this fixed amount of money in the upcoming year,” but rather, “what is the order of priority for us today?”
Here, the perspective moves away from an annually recurring budget process and toward a periodic social exchange of results, knowledge, and modified framework conditions. In the best case scenario, this penetrates the entire organization, from portfolio to project to daily duties. The SAFE framework has already made some interesting suggestions in this regard - more information will be provided in one of the future posts.