Articles by Jamal Moustafaev

Project Portfolio Management
Jamal Moustafaev

Project Portfolio Management – The Role of the PMO

The first role of the PMO is to act as a filtration mechanism for all the incoming project proposals. It is very important to point out that project management office should not have a mandate to overturn or reject project requests. Its role is to accept the business cases, review them and whenever possible to point…

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Project Portfolio Management
Jamal Moustafaev

Project Portfolio Management: How to Maximize the Number of Project Proposals?

One of the first steps to collecting the maximum possible number of proposals is to make the submission process simple. One of the tricks used by some of my clients was to publish the finalized version of the scoring model on the company Intranet that was accessible to all company employees. Another organization went as far as printing

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Project Portfolio Management
Jamal Moustafaev

How to Prioritize Project Features and Explain the Process to the Stakeholders

When the Requirements Specifications is complete, the project manager (or the business analyst) must inspect the document with all the stakeholders in order to (along with other very important things) prioritize all of the project features and/or requirements. Project features have to be prioritized for the following reasons:Prioritization eliminates unnecessary, frivolous scope items added

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Project Portfolio Management
Jamal Moustafaev

Project Portfolio Model

The next company to be discussed in our ongoing project portfolio management series is a rail transport engineering company that has encountered several challenges in the past several years. The organization has been reporting heavy losses from its operations for the past decade with no sign of potential improvement.The analysis of the company’s operations has shown…

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Project Portfolio Management
Jamal Moustafaev

How to Determine Resource Pool Available for Your Project Portfolio?

So, here is an example of a “back of the envelope” calculation of total project resources bucket at a company that has proven to be extremely robust.
Imagine that there are 250 employees working at the head office. It has been estimated via survey or questionnaires that approximately 30% of their time is spent on project work and 70% on business as usual, i.e. normal daily non-project tasks. Based on that information we can assess the size of the total project resource bucket at the company:

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