Executive Management

Executive management does not need a detailed view of every task. It needs a reliable view of feasibility, risks, priorities, bottlenecks, and effects on delivery dates or costs.

Rillsoft Project supports this view through portfolio, capacity planning, project priorities, status information, and target/actual comparison. The decisive question is: which projects are realistically feasible with the available employees, qualifications, and machinery?

Portfolio overview for executive management

Typical Tasks

  • evaluate the project portfolio

  • identify bottlenecks and risks

  • set or confirm project priorities

  • use decision-ready evaluations

  • check the strategic resource situation

  • identify critical qualifications and key people

  • evaluate the effects of project shifts

  • prepare investment, staffing, or priority decisions

Working Path for Executive Management

  1. Check portfolio overview

    Review active projects with status, priority, start, finish, and responsible persons.

    Evaluate the portfolio in the bar chart

  2. Evaluate feasibility

    Check whether available employees, qualifications, and machine capacities fit the planned project workload.

    Evaluate feasibility through cross-project capacity

  3. Identify bottleneck projects

    Watch for projects that bind scarce resources for a long time or endanger downstream projects.

    Overloaded resource as project risk

  4. Decide priorities

    If not all projects can realistically be implemented at the same time, priorities, dates, or resources must be clarified.

  5. Evaluate status and deviations

    Use status reports and target/actual comparison to detect schedule, effort, and cost deviations early.

    Cost deviations in target/actual comparison

Important Metrics and Signals

  • project status and project priority

  • finish dates and critical path of important projects

  • resource bottlenecks by employee, team, or professional qualification

  • overloaded key people

  • target/actual deviations for dates, effort, and costs

  • cross-project dependencies

  • scenarios: move, pause, prioritize, or additionally staff a project

Portfolio control with bottleneck analysis and escalation flow

Decisions

Question

Possible decision

Is existing capacity sufficient for all projects?

Prioritize projects, move them, or create additional capacity.

Which projects are strategically more important?

Set priority in the portfolio.

Which qualification is permanently scarce?

Check staffing, external capacity, or project scope.

Is a finish date at risk?

Decide on scope, date, or resources.

Are several projects dependent on each other?

Initiate joint control by PMO or steering committee.