Too many projects? Want to organize them and evaluate them without getting buried under a mountain of statistics? This book will help you collect all your work, decide which projects you should do first, second--and never. You'll see how to tie your work to your organization's mission and show your board, your managers, and your staff what you can accomplish and when. You'll get a better view of the work you have, and learn how to make those difficult decisions, ensuring that all your strength is focused where it needs to be.

All of your projects and programs make up your portfolio. But how much time you actually spend on your projects, and how much time do you spend responding to emergencies?

This book will introduce you to different ways of ordering all of the projects you are working on now, and help you figure out how to staff those projects--even when you've run out of project teams to do the work.

Once you learn to manage your portfolio better, you'll avoid emergency "firedrills." The trick is adopting lean and agile approaches to projects, whether they are software projects, projects that include hardware, or projects that depend on chunks of functionality from other suppliers.

You may be accustomed to spending time in meetings where you still don't have the data you need to evaluate your projects. Here, with a few measures, you'll be able to quickly evaluate each project and come to a decision quickly.

You'll learn how to define your team's, group's, or department's mission with none of the buzzwords that normally accompany a mission statement. Armed with the work and the mission, you can make those decisions that define the true leaders in the organization.