One part of the TameFlow approach is informed by Theory of Constraints.
Some organizations find themselves in so-called PEST environments; direct quote from the book by @tendon : “PEST environments, where we have to deal with multiple Projects or Products, Events (deadlines), Stakeholders and Teams.”.
Looking at the first of the four pillars of Theory of Constraints may offer a helping hand.
1st Pillar: Inherent Simplicity where we may consider that “FOCUS starts with what Not to do!” which seems meaningful to me in case of “overload” (too much parallel work in process by an individual; multitasking by an individual and so forth - which can also extend to more people collaborating).
My manager suggested that I try out one of his habits each Monday morning: Look at your calendar and remove anything not both important and urgent.
What would happen if this was done at a portfolio level for initiatives (e.g. programs, projects, epics etc.)?
What do you think?