Develop a PPM Strategy
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- IT is often placed between a rock and a hard place when pressured by the business to force new projects through the pipeline. Business leaders just want to know when their projects can start and when they will be completed, leaving it up to IT to manage the ever-growing and demanding project portfolio.
- In order to provide these answers, IT leaders scramble to keep close tabs on all levels of the portfolio—from individual projects, through programs, and right up to holistic portfolio views—but obtaining information on all these levels, let alone quality information that they can be confident in, is no simple task.
- Many organizations mistakenly attempt to master project portfolio management by purchasing expensive tools and assuming the tools will magically solve the problems, they fail to establish the required harmony between said tool, their PPM goals, and their process capabilities.
Our Advice
Critical Insight
- Project Portfolio Management is not impossible to succeed at, but said success can only be realized if the organization aligns realistic goals and processes with the appropriate tool to support them.
- PPM does not replace the need for quality project management; PPM supplements it. Any organization that thinks it can manage a portfolio well without well-managed projects is setting itself up for failure.
Impact and Result
- Understand the key drivers of PPM success before embarking down the wrong path.
- Expect various corporate barriers to block your path and be prepared with the strategy and tactics to overcome them.
- Identify your organization’s PPM maturity level, decide on the appropriate strategy, and evaluate the associated costs and benefits using Info-Tech’s PPM tools.
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Unlock Sample ResearchContributors
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- Orrick Herrington & Sutcliffe LLP
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