How do you manage conflicts in your project portfolio?

💡 Establishing effective portfolio criteria is crucial for aligning project objectives with organizational goals. 🌐 Strategic Alignment Ensure each project aligns with broader strategic objectives for clear decision-making. 🔍 Comprehensive Risk Assessment Evaluate financial, market, and resource risks for a balanced portfolio. 🔄 Dynamic Adaptability Maintain flexibility to adapt to market changes, tech advancements, and priorities. 📊 Performance Metrics Use quantifiable metrics for objective decision-making based on financial returns, stakeholder satisfaction, and strategic contribution. 📌 Effective project portfolio management relies on clear criteria, ensuring alignment, risk balance, adaptability, and measurable success.

The conflicts usually involve limits on available money, time and/or talent. Others on this tread have done a good job of addressing the first two, understanding and comparing the merits of each project based on strategic alignment, potential contribution and feasibility. One mistake often made is the tendency to assign projects to the "usual suspects". If multiple projects are worth pursuing, consider who else in the organization might be able to lead or support one or more of them. Too often we rely on proven or trusted talent, and in so doing fail to give new challenges or opportunities to people who may prove just as talented and offer new perspectives. They benefit from the challenge, and the organization benefits as well.

Invest time planning and organizing the project portfolio prior to start executing; by having charter to each project, clear scope, communication plan, align expectations to key stakeholders and clearly and regular communicating, are some of activities we can do to minimize conflicts. When conflicts happen (and they will) bring team back to the table to discuss based on these key elements we have built.

Make sure your project is also a priority of your Customer. Too many times we try and push projects at our Customers and there is no co-alignment as to whether this is in fact a priority for them and they fail to appreciate the commercial benefit from the outset and a lot of time and effort is wasted because of this. Once there is this mutual appreciation, then one can define the necessary action points, timelines, mutual stakeholder obligations and joint commitment in a phase-gate approach whereby one can monitor progress and address any deviation or conflict during the process and implement necessary contingency measures if needed as and when they arise. Agree on the rules of engagement with your Customer so there is mutual accountability

I do always recommend to define project baskets and make strategic decisions (funding) at the baskets levels rather than individual projects. Project baskets come directly from enterprise strategy. Only having funding agreed and secured per each basket we can move toward individual project decisions & resources allocations. With this approach you ensure you have the best match of project portfolio and corporate strategy. For example you may still want to fund projects with low ROI but important for your business (employee & culture related actions, future regulations compliance, etc.)

In my experience, clear and visible metrics are imperative for executive decision-making. They provide a real-time gauge of progress, align teams towards common objectives, and enable agile responses to challenges. Metrics serve as navigational beacons, ensuring strategic alignment and accountability, ultimately driving the achievement of organizational goals with precision and clarity. Having them seen frequently so we can check in, revise or change our plans if needed is the key to success. Having them hidden where folks don't see them often is the fast path to them not mattering or being a part of our day-to-day decision-making.

Metrics are important, but too many can create complexities with a lot of non-impact work. Focusing on a handful of the most important success indicators and understanding the behaviors that drive these metrics will create success. It's the KISS principle. Focus on the behaviors and actions and the metrics will follow.

Metrics and KPIs (Key Performance Indicators) are as important as conducting a Net Present Value (NPV) analysis of the portfolio to assess its value. Only then can one effectively illustrate scenarios for developing the portfolio, for instance, through investments. Moreover, in project-based portfolios, it's crucial to track milestones and monitor them using KPIs. This approach ensures that the progress and performance of the portfolio align with the strategic goals and objectives, enabling informed decision-making and effective management of the portfolio's growth and development.

Eliminating loss makers, improving underperformers and fostering overachieving businesses often can be a key factor in improving overall portfolio returns. It also often is what leadership is shying away from. Vested interests or a wrong sense of chivalry and endurance can have lasting negative effects and loss contributors are carried for years, withdrawing important resources from star businesses, or worse, from the real future stars. “Overall we do well, we can afford it” or “it’s strategic” are common defense arguments. Overcoming these and focusing on current / future stars while giving lasting loss makers and underperforming assets an opportunity with new owners or else, doing the inevitable. This can add substantial value.

In assessing your project portfolio performance, consider also how well leaders identify and address areas for improvement in organizational processes and practices. A leader's role in fostering a culture of continuous learning and development is crucial. This aspect of leadership assessment can provide insights into the effectiveness of your portfolio management, including how adaptive and responsive it is to evolving organizational needs and challenges.

It's tempting to focus only on the top tier of the portfolio - those products that generate the greatest revenue and margin. Take care not to starve innovations that are critical to meeting next generation market needs. The "Innovator's Dilemma" syndrome may result in short term success at the expense of disrupting what you need to create, otherwise your competitors will. Look at the resource allocation model as a percentage of sustain and another slice for innovative investment. Don't forget that you'll need to allocate resources to the GTM (go to market) teams that need competence in delivering new products.

Resolving conflicts in a project portfolio is crucially tied to effective resource management. You can strategically allocate personnel and assets by thoroughly understanding your resource capacity and skillsets. Prioritize projects based on strategic value and urgency, ensuring key initiatives have the necessary resources. Regularly reassess and reallocate resources to address emerging conflicts and align the portfolio with organizational goals.

I wish I could reply to some of the comments on this topic as I want to agree wholeheartedly! It's folly to devise a portfolio of projects or programs and then hope all conflict will be sorted out along the way. The only way, and yes it's hard and sometimes tedious, but the only way is to work out the resourcing. Unless you ad the people know what they'll be working on and when you don't have a portfolio, you have Lord of the Flies. There will be canalization of resources and survival of the meanest. It takes time and it applies to hard resources as well as people. And then you need a very good portfolio conductor. It works, but so few are willing (and most unable) to do it.

In my experience effective management of resources is key to successful delivery of multiple projects. I have seen many projects fail, or only partially meet their objectives, because the organisation was trying to deliver too much at the same time and spread high quality resources too thinly, thereby diluting their effectiveness. Resource management has to be a dynamic and ongoing process over the life of each project, to continuously prioritise resources to those projects which will have the biggest benefit to the organisation. This will necessarily result in some difficult decisions to pause or cancel projects, but in the long run it will help the organisation to more effectively meet its strategic goals.

It's important to demonstrate and establish the processes of the portfolio, which includes effective lifecycle and stakeholder management, as well as a robust portfolio planning process. This process should involve weighting and probability assessments, along with a decision-making process for investment choices. Only then can one confidently delve into resource planning to identify (for the entire organization) in which areas and at what times investments should be made. This comprehensive approach ensures that investments are aligned with the strategic objectives of the organization and are made in a way that optimizes resource allocation and maximizes returns.

Communication is key. I have seldom seen situations where more communication rather than less, is a disadvantage. Organizations and people usually have a very good sense where things are and what should be done. People should be treated as what they are: experienced grown ups who are mostly responsible, even when difficult decisions are required. Keeping information away from people sows mistrust, creates rumors and often spirals into negative culture. Get people’s buy in, over communicate, engage people. Chances of success will increase

Effective conflict management in project portfolios demands clear communication of decisions. Ensure stakeholders are informed about project priorities, changes, and the rationale behind decisions. This transparency builds trust, facilitates buy-in, and enables collaborative problem-solving. Regular updates and open channels for feedback keep the team aligned and responsive to portfolio dynamics

In my view, it is crucial to be highly transparent and to involve stakeholders early in the decision-making process. There's nothing worse than running a marathon while forgetting to bring people along on the journey. Effective communication is essential.

Effectively handling conflicts within a project portfolio involves transparent communication regarding decisions. Imagine a project manager facing conflicting resource allocations between two critical projects. They engage stakeholders, laying out the reasoning behind resource distribution, clarifying the impact on each project's timeline and success. By openly discussing trade-offs and strategic reasoning, they align teams with the chosen path, ensuring everyone comprehends the decisions. This proactive communication minimizes potential friction, fostering understanding among stakeholders and empowering teams to focus efforts cohesively despite conflicting priorities within the project portfolio.

Clear Communication: Use plain language to explain your decisions, reasons, and benefits clearly to stakeholders. Consistency Matters: Maintain consistency in communication methods to build trust and understanding. Involve Stakeholders: Seek feedback and address concerns to foster collaboration and gain valuable insights.

In my management experience, transparent communication is vital in project portfolio success. Conflict resolution is key for sustained achievements. By openly sharing decisions, addressing concerns, & engaging stakeholders, we foster understanding and joint ownership. Conflict resolution aligns solutions with strategic goals, focusing on interests over positions. Acknowledging diverse perspectives creates a positive environment, resolving conflicts constructively ensures organizational objectives in dynamic project portfolios.

Portfolio management is a domain where my area of expertise is very limited, but I believe that the role of any executive in conflict management starts from the very early beginning of the implementation of any project. During the structure formulation, the executive should create a structure with "a minimum points of conflict."

The most important to avoid the conflict is to get every stakeholder related to the project at the very early stage of the project. The stakeholders are identified by the impact analysis of the changes which come from the project. Start with the appropriate level up to the level of impact. The kickoff is very important. It should be made sure that everybody understand the benefit of the project and how it is impacted to the organization.

Resolving conflicts is common for projects. Even with the best planning, clashes happen. Here’s how I handle them: Keep Calm and Carry On: Conflicts aren't the end of the world; sometimes they can even lead to better outcomes. Listen, Really Listen: I make it a point to understand all sides. Often, the root of a conflict isn't what it seems at first glance. Finding Common Ground: It’s about focusing on what we all agree on, not where we differ. Compromise: Sometimes, everyone needs to give a little. It’s not about winning or losing, but finding a solution that works for everyone. Keep It Professional: No matter how heated things get, I remind myself and others to keep it respectful. It’s about solving problems, not personalities.

Swift Communication: Address conflicts promptly by encouraging open communication. Solution-Oriented Approach: Focus on finding solutions through negotiation and compromise, not blame. Positive Relationships: Maintain respectful relationships by acknowledging stakeholder contributions and perspectives.

A valuable lesson from an early executive mentor was, "math wins arguments." When our goals align with straightforward metrics, conflicts arising from misalignment can be resolved by assessing the value of conflicting priorities. While frameworks like SMART goals or OKRs aid in goal/metrics creation, prioritize addressing conflict between your people first BEFORE overapplying frameworks thinking they solve the problem. This approach significantly enhances the likelihood of alignment when we address the conflict and then co-author the path forward with a framework.

Manage conflicts in your project portfolio by promoting open communication. Encourage team members to express concerns early, facilitating resolution. Establish clear project goals and roles to minimize ambiguity. Foster a collaborative culture and address conflicts promptly, considering diverse perspectives. Utilize conflict resolution techniques, involving stakeholders when necessary. Regularly assess project dynamics to prevent and address conflicts proactively, ensuring a harmonious and productive project portfolio.

In the realm of project portfolio management, the pivotal yet frequently neglected key to success lies in profoundly engaging with your stakeholders. This means not simply keeping them in the loop, but diving deep into their perspectives, genuinely understanding their needs, and integrating their voices into the heart of your decision-making process. Engage in rich, two-way conversations that transcend mere updates, actively seeking and valuing their input. When you align their aspirations with the project's objectives, you do more than manage a project - you build a coalition. Aligning at a subsurface label with stakeholders prevents a lot of misunderstandings and conflicts from happening in the first place.

How do you prioritize when everything is a priority? • Intuition, often referred to as "flair" in a corporate context, is a powerful decision-making tool. It's based on a combination of experience, knowledge, and a deep understanding of the current context. Trusting your intuition allows you to make decisions quickly and confidently, especially when faced with multiple competing priorities. • Recognizing that setting boundaries is a sign of confidence and respect for your work standards is a key realization. It's essential to communicate clearly with stakeholders about realistic timelines and expectations. This ensures that the work you produce meets the quality standards you've set for yourself. #leadership #communication

I have to say that having clear deliverables communicated and highlighting touch points for reporting external challenges affecting the time line is mey