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Henrico Dolfing
Hi, my name is Henrico Dolfing, and I help C-level executives in the financial service industry with interim management and recovering troubled technology projects.

I have worked as an independent project recovery consultant in the financial service industry for over a decade. My expertise and experience with software development and technology projects, combined with a set of proven processes and techniques allow me to recover projects that are in critical phases on the verge of failure and lead them back to success.

You can read more about me and my background on my "About" page.

My goal in writing

My goal in writing is to provide you with relevant, helpful content in all areas of project, program and portfolio management that you can use to further your organizational and professional growth.

I strongly believe every organization can dramatically improve its ROI on projects by implementing the following four things.

1) Effective Project Portfolio Management

2) Active Project Sponsorship

3) Clear Project Success Criteria

4) Project Management Capabilities

On the first three I have written books:

> The Art of Technology Project Portfolio Management

> The Art of Project Sponsorship

> The Project Success Model

Project failure case studies 

I try to learn as much as possible from other people’s mistakes. That is why I study project failures and write case studies on them. You will find this collection here.

My viewpoints in a nutshell 

I hate writing conclusions almost as much as I hate writing intros—because I’m all about getting to the point and zero bullshit.

That is why all my articles just end with a summary of the key point(s) called “in a nutshell”.

Below you will find 21 of them that will give you a good view on how I think about project and portfolio management. Clicking the link will send you to the corresponding article.

Project managers deliver projects; project sponsors deliver business value!

Projects should be short and fat.

Start slowly to run fast later.

> Faster is better.

> Responsibility for the project — including responsibility for it failing — always rests ultimately with the buyer.

> One of the biggest factors in the valuation of your project portfolio should be opportunity cost.

> Large and complex projects need people that take responsibility … and organizations that give them the ability to do so.

> Agile is not the answer to all your failed software development projects.

> If learning lessons is important (and it usually is), then the process needs proper attention, not lip service.

> Always express your project budget in terms of expected value delivered.

> To determine project success, you must define all the criteria relevant to your project, define how you will measure them, and define when you will measure them.

> An independent project review is your best insurance against losing touch with reality.

> Your (lack off) training efforts can easily ruin the outcome of an otherwise well-executed project.

> Value creep is the number one killer of business value.

> The key to project cost management is monthly forecasting and controlling.

> Stop wasting money on FOMO technology innovation projects.

> Killing projects is hard. You should do it anyway.

> Risk management is project management for adults.

> Strategy execution is helping people make small choices in line with a big choice.

> Always start your project with a walking skeleton.

> It is never too early to think about performance.

> Outsourcing technical competence is a very bad idea.

Work with me

While the content on my blog is all free, I do offer a number of commercial services.

> Project Reviews

> Project Recovery

> Executive Coaching and Advisory

> Workshops

> Speaking

Companies I have worked with

PwC Zurich Insurance Swiss Life Swisscard Helsana Julius Bär Swisscomswisspartners

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