Every project is marked strategic. How do we prioritize meaningfully?
Unselective strategic classificationRequire a clear link to specific objectives and compare consequences under limited resources. Strategic labels are not useful when they do not help choose what starts, waits, or stops.
What to do now
- Define current strategic objectives
- Map each project's contribution and evidence
- Compare value, urgency, risk, and capacity
- Record an explicit priority order
When to escalate
Escalate when
The criteria cannot distinguish competing commitments.
Who decides
The portfolio decision authority
Example
Projects are compared by contribution to agreed service outcomes rather than by executive enthusiasm alone.
Mistake to avoid
Allowing sponsors to self-award the highest strategic rating.
Prevent a repeat
Review whether active commitments fit available capacity and current priorities rather than just tracking project counts.
Suggested ApprovedFlow setup
- Projects
- Resources
- Documents
- Approvals
Use project and capacity records to support portfolio decisions, then record approved priorities and consequences explicitly. See the platform
Related cases
- The PMO uses one process for every project. How should it tailor controls?One-size-fits-all governance
- How do we plan a portfolio when strategy changes frequently?Unstable strategic demand
- The team rates every risk as high. How can we prioritize?Undifferentiated risk assessment
- The sponsor says everything is equally important. How can we prioritize?Unresolved strategic trade-offs