Typical Portfolio challenges all sectors

• No coherent drive towards business drivers
• Projects started based on individual management desires
• Resources are moved across projects, often at short notice
• Key resources are always over-loaded and stressed
• Budget not being spent at the end of the year because projects are running late
• High and increasing use of contractors
• Slightly different versions of the same project being run in different departments
• Mediocre of delivery to clients, sometimes with impact on future sales
• Key business changes only partially delivered
• Slow to react to new competitors or changes in the business