![]() ![]() Indeed, as is widely recognized, weakness in execution, not a weakness in strategy, is a primary reason for business failure. This can be augmented by better and broader idea capture to provide supportive tactics, but the execution of it is the critical challenge. Many organizations have a well-defined and well-scoped strategic process. The first is linking Project Backlog items with strategic goals. There are a number of steps that we have to do in order to categorize our Project Backlog. You could group a set of projects or proposals in a program by categorizing them like this, but a program by itself is not an item. A program will never be an item on the Project Backlog. An item is or an existing project or a project proposal. Since we defined that all our existing projects and new proposals are captured in a Project Backlog I will be talking about Project Backlog items, and not about components. I disagree with the categorization process descriptions of PMI, but the actual definition of categorization holds up. Categories usually link their components with a common set of strategic goals." The Project Management Institute (PMI) defines categorization as: "The process of grouping potential components into categories to facilitate further decision-making", and it defines a category as: "A predetermined key description used to group potential and authorized components to facilitate further decision-making. This article is about project backlog categorization. ![]() The second article discussed demand management. The first article explored the concept of project portfolio management and how it relates to projects that are executed with agile delivery methods. This is the third article of a series around agile project portfolio management. ![]()
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