The advocates for the implementation of portfolio management are dissatisfied with how decisions are currently being made. They wish to bring about a change to this decision process. They are not, therefore, likely to have much influence in how decisions are currently being made. What to do about this conundrum?
January 13, 2014 was an amazing day for us here at ProjectManagement.com. Everything you love about the site is about to get better. As a part of the PMI family, we will have the resources to step up our game and become more responsive to your needs than ever before. Our reach will grow exponentially, so more of your peers will be here to answer questions and to share ideas with. Some of these changes will take time and others you’ll see right away...read on for more about this exciting announcement.
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Regardless of the tool you use, your preference for Scrum or Waterfall, there are three things every project management solution needs: a prioritized backlog of potential projects; a centralized location for inbounding, evaluating and accepting or rejecting new work; and a way to involve the team in realistic resource planning. If your solution doesn't do these three things, you might be running in circles.
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|A.||The good news is, it’s you. You need to take the responsibility and coordinate the change processes in with your usual team activities.|
|B.||The good news is, it’s not you. Focus on the project and on meeting your metrics of time, cost and quality as usual. Corporate management is responsible to make sure employees accept and use these new changes.|
|C.||The PMO is “where the buck stops” when endeavors move from simple projects to create products or software and billow out to vague objectives like “employee acceptance” and “corporate compliance”..|
|D.||Ask your manager. Your project charter is limited to producing the usual product or services and your team is not skilled or experienced in change management processes. Your manager can deal with getting the changes accepted and getting them to stick.|
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