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Good question. In general, the emphasis of PPM is of course on projects, programs, and portfolios, but from a resource management perspective, if an organization wants to manage resource capacity, it is important to understand how much time is spent on operational work. From there it is possible to know how much time is left for project work. We have some customers that track "operational projects" because they want more detail into the operational workload, but this is really to support resource capacity planning. In general, from our experience, operational work is not commonly included in PPM (other than to distinguish project from non-project work). Strategy execution is largely achieved through projects and programs (not operations, although projects and programs impact operations). I would tend to disagree with PMI on this point, because operational work is rarely included in the umbrella of portfolio management (unless there are some "operational projects" that do not fit the organizations definition of a 'project').

@@AcuityPPM Great. Thank you for the explanation!

@Kamalfayadh Yes, can you email info at acuityppm.com

Thank you, Mike. Glad you found value in this video.

Thank you for the encouraging feedback. We are glad the video was useful and informative.

Thank you for the kind feedback! That motivates us to put out more great content.

We would encourage you to try out Acuity PPM software for managing a project portfolio. You can try out the software here: acuityppm.com/contact-us/ We help organizations get all set up with the software so that they can manage the different aspects of project portfolio management. Thank you!

Thank you for that feedback; that helps us deliver more great content.

Thank you, Larry.

Thank you, we are glad you liked it

@@AcuityPPMReally good! Could you share link to download the PowerPoint file?

We can share a template and we also have these capabilities within Acuity PPM software now. Please visit acuityppm.com/contact-us/ and request the matrix. Thank you.

Thank you, Michelle! We appreciate the feedback.

Thank you for the feedback! This helps us create more content.

Thank you, Jay! Glad to hear that.

You bring up an important point, which is "how granular of resource data do we need to successfully manage resource capacity?" In addition to the response below, I would also encourage looking at two of our articles. acuityppm.com/best-practices-for-resource-capacity-planning/ acuityppm.com/ppm-101-the-challenges-of-resource-capacity-planning/ There are different points of view on this. Based on our experience, we believe that most organizations benefit by having a higher level resource plan that corresponds to the timing and scope of the project and which is informed by the input of the people doing the work. This is the easiest to build and maintain. Other people would advocate that resource forecasts should be at a task/activity level in order to be more "accurate". Some organizations can be successful with this approach, but it not only requires advanced project management capabilities to plan the work at a detailed level, but it also assumes that leadership can (and will) make better decisions based on the more granular data. From our experience, even if project management is more mature, the extra granularity does not get used well by the governance team to make better portfolio decisions. In fact, we have seen such resource plans as a "false precision" that gives the illusion of accuracy, when in fact the resource data may not be accurate at all. Let's assume that an initial resource plan is well built and accurate, the problem then becomes with the maintenance of that resource plan. Over time, as things change, it requires a lot of work to maintain the accuracy of that plan. This is where resource capacity planning efforts fall apart. It takes a lot of extra work to maintain both a detailed schedule and detailed resource plan. For these reasons (and others), we believe that many companies can be just as successful by maintaining a higher level resource plan that is "good enough" to answer the two key questions: 1) When can we take on new project work? 2) Can we get our existing project work done?

Glad it was helpful!

Thank you for the encouragement; this helps us produce more content.

Thank you for the encouraging feedback; we are glad you liked it.

Thank you very much for the feedback, we appreciate it!

Thank you, Anna.

Thank you Lakshman!

Thank you Elena!

Thank you, Jenifer. Let us know how else we can help.

Noted, thank you for the feedback.

Alan, great question. Value is defined by each organization, but often includes a quantitative component (financial, such as net present value) as well as a qualitative component such as strategic importance and other business drivers. These elements of value are often incorporated in a prioritization scoring model (see: th-cam.com/video/s95E4KTAhXI/w-d-xo.html). Benefits are the result of the key outputs that a project delivers. Benefit realization is about making sure that the outputs delivered by a project result in the benefits planned at the beginning of the project. One definition of benefit is "an advantage or profit gained from something" One definition of value is "the regard that something is held to deserve; the importance, worth, or usefulness of something". Value is the "regard" or the assessment of something. Benefit is the advantage/profit gained from the project deliverables. If you would like to talk further, please feel free to use this link: calendly.com/acuityppm/general-discussion

Thank you, Veena.

Good eye. Yes, the approach we recommend is AHP pair-wise comparisons and the percentages are supposed to add to 100% (and they do in Acuity PPM software). We have updated that image in our ebook on prioritization (to add up to 100%). Thank you, Ivan.

Hi Nigel, please visit acuityppm.com/contact-us/ to contact us and we would be happy to send you a copy of the presentation. Thank you.

Thank you for your interest in Portfolio Risk Management, we will try and provide an additional video on this in the future. In the meantime, you are welcome to schedule a complementary session to discuss portfolio risk management in more detail: calendly.com/acuityppm/trial-request

Thank you, Niclas. Yes, resource capacity planning is one of the hardest components of project and portfolio management. It takes time to build up this skill. Two quick recommendations - help the project teams improve their planning and estimation and on the portfolio level don't collect too much data. Collect enough data to make better decisions.

Thank you for your interest in Portfolio Risk Management, we will try and provide an additional video on this in the future. In the meantime, you are welcome to schedule a complementary session to discuss portfolio risk management in more detail: calendly.com/acuityppm/trial-request

Great. I am glad you found it helpful. Please reach out with any other questions or comments. Thank you.

Glad it was helpful!