Some projects have ambitious goals, and some fill in small pieces of larger puzzles. In either case, projects are usually part of a larger scheme called programs or portfolios. What projects become part of a program or portfolio should be a matter of careful consideration. An organization must evaluate whether a project is necessary to support the business vision and whether it is worth the time, money, and risk to implement. The organization must also assess the impact of this new project on other established projects.
How should personnel be deployed if the organization has too few experts for specific critical areas?