project management

What’s the difference between a Marketing, Product Marketing, Product, and Project Manager? Part 1

Four roles are key to successful execution of the commercial side of product development: the Marketing Manager, Product Marketing Manager, Product Manager and Project Manager. What are the differences in these roles? What traits should you look for when hiring for them? How should you build them into your organization? Part 1 of this series looks at the key responsibilities of each of these four roles.

RIPping up risks to figure out which are largest

It is very easy to get so caught up in analysis paralysis that you never get around to actually responding to your identified risks. Estimating them instead provides a quick, low-cost way to figure out how big each of your risks are relative to each other. Risk estimation is easy when you remember that risk consists of two components: impact and probability—each of which has a simple proxy for quick estimation…

Tip 3 – Map your portfolio dashboard to your business value chain

Setting up metrics to manage and track a small project effectively is easy. Doing this for a large program or portfolio initially looks harder. However, it becomes easy once realize a program is simply a series of aggregated projects all working together to achieve a single objective. Once you do this, creating and using your Dashboard is easy…

Tip 2 – Pick dashboard metrics that drive success

I have heard metrics that indicate that anywhere from 50% to 75% of all projects and programs are late or fail to meet their business objectives. However, I repeatedly see Program Dashboards that indicate that everything is “Green.” They key to avoiding this is picking Dashboard Metrics that create incentives for forward-looking behaviors that will drive success…

Tip 1 – Identify the stakeholders you need for success

So you have decided to create a Program Dashboard. The first thing you do is build a spreadsheet and start using it to collecting data. At the end of the month you brief your results to your executive team – and it falls flat. Why? Because you did not first look at your stakeholders and determine what THEY want to see…

Creating dashboards to manage your program portfolio: An introduction

We are at the time of the year when most of us are both measuring the success (or failure) of our 2009 portfolio and finalizing our plans for 2010. A key tool I have used across several industries to manage (business and technological) success is the Program Dashboard. This blog series will share the lessons I have learned doing this over 15 years.