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Manage   »   Portfolio   »   Agile Project Pipeline


Like an oil pipeline, supplying oil fed in at one end and fed out to distribution points at the other, the project pipeline feeds the project environment and teams with new projects. It is a set of projects in the portfolio that can be executed by the organisation in a specified time. This involves the process of identification of the project estate to be addressed as well as an assessment of the risks, the resource demands and the consequential order, assembly and allocation needed for each project to deliver the whole project estate.


The project pipeline is continually evaluated by a process performed each day on each of the projects. In the Daily Forum we are constantly checking that our Commitments are being satisfied and that each project is headed towards its business goals. We review the risks via the RAID Log, meeting and sharing status with our business partners.

Furthermore, we adjust our business targets and our response to this adjustment whilst maintaining shared focus on the project goals, budget, the next checkpoint end date and the end point of the whole project. Nothing is left to chance and we agree a daily RAG (Red, Amber or Green) status for the project. Thus all the time the project is reviewed and it is assessed but importantly this review and assessment is shared and communicated directly in the Daily Forum.

This important record of the most recent status is established at The Daily Forum and is to ensure we all agree the true status and our capability to overcome the project challenges.
The RAG status gives the project early warning signs for any movement towards potential project instability. The project manager and project sponsor can focus their efforts on flaws or points of weakness in the project and work to address and defeat these obstacles.

Where the project cannot overcome its difficulty or the project Commitments are threatened, or the project fails to satisfy its Commitments they are putting the investment made in the project under threat or in jeopardy.

These projects are threatening the objectives of the whole portfolio and, while other projects are successfully contributing to project finances, these failing projects are exposing the organisation to financial losses. So they are immediately restrained and detained in Disengagement mode.

Where an attempt to rebalance a project fails, even using the Disengagement method, the project resources are not wasted any longer; they are stepped down off the project and allocated to more favourable ventures. In this way the project pipeline is permanently refreshed and provided with a flow of clean, targeted projects all meeting agreed objectives and operating with high commercial financial performance.

Let us look at how we plan the project pipeline now.

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