Needs behind each project
Identify the need or strategic capability each project addresses. Do not compare only deadlines and internal visibility.
Project and Initiative Prioritization
Which projects really justify resources?
Compare projects competing for the same people and budget. Decide which should start, continue, or stop.
Examine what to maintain, defer, resize or stop, considering resource constraints, strategic contribution and relevant business needs.
For CEOs, CFOs, COOs, PMOs and strategy offices.
A portfolio needs more than approved projects.Which initiative deserves capacity before the next commitment?
How teams made their choices
- 500+Companies served by George Eich
- 650+Startups mentored through Startup SC
- 60+Startups supported through Cubo Itaú
Companies George Eich has worked with
- Techne
- Climoo
- PSA
- Ambev
- Evous
- Locates
Institutions and startup programs
- Sebrae
- ACATE
- MIDITEC
- Cubo Itaú
- Startup SC
EVOUS
The team used customer evidence to decide when to strengthen its core product and when to expand its offering.
Locates
While switching platforms, the team used customer needs to decide which features to include and which to defer.
“We gained a more strategic view of the product and were able to prioritize the roadmap and the company’s positioning.”Feedback shared with the Institute · English translation
George Eich InstituteDirection for the choice. Evidence for the decision.
500+companies advised by George Eich
10+ yearsof experience in strategy and execution
3 to 6 weeksreference for research and executive analysis, depending on scope
When priorities compete for capacity
The portfolio keeps growing. The same teams carry the load.
New initiatives receive approval while earlier projects remain underway. The same people support several workstreams. Each project has a sponsor and a deadline, but leadership has not resolved which commitments should take precedence when capacity is constrained.
Leadership
“We cannot stop this project now.”
PMO
“The same people are allocated everywhere.”
Operations
“Which initiative comes first?”
Finance
“What justifies continuing the investment?”
Approval does not guarantee priority. A busy portfolio can keep consuming resources while the initiatives that matter most lose capacity and attention.
The cost of priorities without a clear foundation
Too many active projects can weaken the entire portfolio.
The risk is committing capital, people and technology to priorities that add effort and complexity without increasing the company's ability to create and capture value.
Shared capacity stretched
Projects compete for the same specialists and leaders, slowing the work that deserves concentrated effort.
Costs that persist
Previously approved initiatives continue consuming resources even when the context or expected contribution changes.
Strategic focus lost
The organization manages project activity without a clear view of which initiatives justify the portfolio.
Support for your next decision
A clearer portfolio. Resources directed to the right initiatives.
The Study investigates the needs behind the options before priorities are ranked. The company and the Institute define the decision, customer groups and scope; findings inform resource allocation.
Portfolio and constraints
Use customer evidence for changes to the offering and operational evidence for enabling capabilities. Examine dependencies and resources.
Maintain, test or stop
Portfolio interpretation informs what to maintain, expand, investigate or stop. Expected returns and sustaining costs require their own assessment.
Help me prioritize our projects
Bring the decision your company needs to make.
Priorities with a clear foundation. Guidance for the next choice.
An executive interpretation that connects evidence to the decision your leadership needs to make. The deliverables reflect the agreed business context and scope.
Direction for the project portfolio
A clear view of which initiatives deserve concentrated resources in the current context.
Evidence and implications
The reasons supporting each choice and the consequences leadership should consider.
Recommendations for commitments
Guidance on what to continue, advance, review, defer or remove from the agenda.
Specific deliverables are defined according to the decision and the agreed scope.
When to apply
Before the next round of decisions.
Review ongoing initiatives
When many approved projects compete for the same capacity.
Choose what enters the next cycle
When leadership needs to decide which initiatives justify new funding.
Resolve competing commitments
When project delivery affects the capacity needed to operate the business.
Reconnect projects to direction
When the company needs to reassess whether its active initiatives support the priorities that matter.
About project and initiative prioritization.
What is project and initiative prioritization?
It is the decision about which projects and initiatives justify resources in a company portfolio. It clarifies what should advance, what should retain capacity and what needs review, deferral or removal from the agenda.
Does this replace project management?
No. It supports the choices that determine which projects deserve resources and attention. Scheduling, delivery management and project controls are defined separately according to the scope.
Can already approved projects be reviewed?
Yes. Existing approvals are part of the context, but priorities may need review when expected value, business conditions or available capacity change.
What does the company receive?
An executive interpretation connecting the evidence to the decision your leadership needs to make. Direction for the project portfolio: A clear view of which initiatives deserve concentrated resources in the current context. Evidence and implications: The reasons supporting each choice and the consequences leadership should consider. Recommendations for commitments: Guidance on what to continue, advance, review, defer or remove from the agenda. Specific deliverables are defined according to the decision and the agreed scope.
How long does the engagement take?
The reference is 3 to 6 weeks for structured research and executive analysis, depending on the scope. Timing depends on the decision, access to information and participant availability. The first conversation helps assess the appropriate format.
Which projects should keep receiving your company's resources?
Tell us which initiatives are competing for budget and capacity. We will assess how to help your leadership review the portfolio.
Help me prioritize our projectsRequest a conversation with the George Eich Institute.
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