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Principles of Scoring Models in Project Management

Principles of Scoring Models in Project Management
By David Blumhorst

When I was running the IT-PMO at PeopleSoft we faced an interesting dilemma. As we finished work on the integration of JD Edwards there was a ton of unmet demand for IT work from all corners of the enterprise. This ranged from tweaks to the purchasing system to an all-new global training environment. We quickly realized even our ability to analyze the demand would be swamped by the incoming flood of work.

So, we devised a scoring system. Why? There were 3 main reasons, all of which really comprise some fundamental principles when creating a scoring model.

First was the need to analyze and separate the wheat from the chaff quickly. Our primary driver was to be able to make an initial cut from 120+ requests to something more manageable for more in-depth analysis. So we needed a way to make quick judgment calls to find the top 20-30 project requests with the most merit. Read the Complete Article

How to Build ‘What-If’ Scenario Models

How to Build ‘What-If’ Scenario Models
By David Blumhorst

I talk to clients and prospects on a weekly basis about “What-If” analysis; most of the time the conversation revolves around capacity, specifically having enough resources to execute work. Too often project managers keep their focus on the capacity problem. However, the problem they truly need to address is a portfolio problem, a demand management problem. This is true for every organization except those whose revenue is driven directly by their ability to meet the demand, such as professional services organizations.

When clients tell me they’re overworked, there’s a tendency is to focus on capacity issues first. The fundamental question then becomes, are you working on the right things? Although capacity is one of the common constraints in portfolio management, initiating planning exclusively to focus on managing capacity is fraught with errors. Organizations focused exclusively on workload have a tendency to manage resources at a micro level and that just isn’t sustainable. Read the Complete Article

Defining an IT Service Portfolio

Defining an IT Service Portfolio
By David Blumhorst

Back in my CIO days I received a call from the VP of Sales who was travelling in Helsinki at the time. That I had a 24×7 global support team was not relevant – he was a VP and felt entitled to call me at 2 AM in California with his urgent problem – to wit: “Dave – email is down and I’m working on a critical RFP! Do something!”. Of course my next call went to my support team, which promptly informed me that no, the Exchange server was up and running. After a few moments of groggy contemplation, I shot back:

“Bob in Helsinki doesn’t care if the problem is the Exchange server, the router, his Internet connection, the Outlook client, or any other piece of the puzzle – all he wants is his email – and it’s your job to figure out why he’s not getting it”. Read the Complete Article

Recommended PM App

Recommended PM App

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