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The 25/25 rule: achieving more by doing less

机译:25/25规则:事半功倍

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Many organisations suffer from a self-inflicted wound - they attempt to do too much! As a result, nothing is done well and profits suffer. Our article addresses this problem by suggesting that managers should focus on a subset of their current initiatives - a subset selected to maximise returns without overstraining resources. We address the following issues: What are the symptoms of work overload? How does an excessive workload adversely impact the bottom line? How can managers determine the throughput capacity of their organisation? What can be done to address the problem of excessive workload? Many, if not most, organisations attempt to operate beyond their capacity, with the result that inefficiencies abound, deadlines are missed and profitability drops. Based on research and consulting experience in many companies, our paper explains the basic concepts of 'the 25/25' approach to project portfolio management - an approach designed to increase profitability by concentrating only on the work that is essential to the survival and profitability of the organisation. The approach has been successfully applied to dozens of public and private sector organisations companies.
机译:许多组织遭受自伤,他们试图做太多事情!结果,做得不好,利润也遭受损失。本文通过建议管理人员应专注于其当前计划的一个子集来解决此问题,该子集是为了在不过度消耗资源的情况下最大化回报而选择的。我们解决以下问题:工作超负荷的症状是什么?过多的工作量如何对底线产生不利影响?管理人员如何确定组织的吞吐能力?如何解决工作量过多的问题?许多(如果不是大多数的话)组织尝试超出其能力进行操作,从而导致效率低下,错过最后期限并且盈利能力下降。基于许多公司的研究和咨询经验,本文解释了“ 25/25”方法用于项目组合管理的基本概念,该方法旨在通过仅专注于对公司生存和盈利至关重要的工作来增加盈利能力该组织。该方法已成功应用于数十家公共和私营部门组织公司。

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