Portfolio Management is about managing the flow of projects through their transitions into and out of the basket of projects being pursued by the organization--and thus integral to the activities found in the PMO. In order to keep PPM processes easy to understand and implement, they will be presented in terms of pre-, active and post-portfolio activities--which we explore here.
Contrary to a recent report, PMO longevity doesn't lead to greater success; PMO success leads to longevity. And PMOs that thrive share fundamental commonalities of alignment, from culture to customer, that they start getting right early in their existence. Here are six ways your PMO needs to be aligned.
From Gartner. In this session from the June 2005 PPM Summit, Jim Duggan, Research Vice President for Gartner, looks at the elements of governance, assessment and operational processes that successful implementations have exploited.
From Gartner PPM Summit 2007
This kickoff presentation, from Gartner Fellow and Research Vice President Bill Rosser, discusses how Portfolio Management has stimulated practices such as weighted business drivers, the efficient frontier, architecture as a criterion, and insightful ways to determine alignment.
From Gartner PPM Summit
For years CIOs have listed business-IT alignment as one of the top goals. The problem is that the PMO is often caught in the middle with a high level strategy on the one hand and dozens if not hundreds of detailed projects on the other. This workshop will offer some practical techniques and approaches to help bridge the gap.
From Gartner PPM Summit
Reseach Director David McClure discusses the vast benefits of IT portfolio management, when it's implemented with the requisite management commitment and discipline. He also addresses those challenges unique to public sector projects of this type.
As businesses enter the "new normal" era of economic uncertainty, program and portfolio management offices that remain tactically and administratively-focused will struggle. Successful PMOs in 2012 will move towards a strageic, holistic view that embraces agile methods and increases visibility for executives.
What are the business drivers for enterprise project portfolio management, what are the consolidation challenges and what is the solution?
Welcome to IT Strategist's annual roundup of IT surveys. Here are the trends you need to know about to wind up 2009 and head into 2010.
Does your organization have the right processes in place to support the next great idea? Once an evaluation and selection framework is in place, aligning an “idea pipeline” with the project portfolio is crucial. Otherwise, your next star project might not even get a chance to soar doomed or less-promising initiatives drain resources.
For anyone thinking about or faced with implementing a PPM tool, here are some tips to keep in mind to help you wade through the sometimes problematic process.
The Project Portfolio Management (PPM) Software Evaluation tool has been developed to support individuals in evaluating and selecting a portfolio management tool that is appropriate for their organizations. The tool provides a comprehensive set of dimensions that represent the attributes that organizations should take into consideration when selecting a PPM software package. As you proceed through the evaluation, each section includes a link to a more detailed guide to help you make the most of the tool. The PPM Software Evaluation tool has been designed to be flexible and responsive to the needs of your organization. It can be expanded to include additional dimensions that are also relevant to your organization, and enables you to define the specific criteria you are looking for.
When implementating a program or portfolio management solution, it is better to have 80 percent of the potential users of the system (adoption rate) using 20 percent of the system functionality, than to have 20 percent of the users exercising 80 percent of the system functionality.
Before you launch into the nitty-gritty details of your project plan, such as scheduling and resourcing, you had better make sure the project is in alignment with business objectives. Does it fit in with the existing business and technical environments of the enterprise? Is it even feasible? Does the customer approve of the proposed solution? Have you defined the solution clearly so you can plan it efficiently? Check it against this list.
How robust and ready for launch is your project? Rate your own project on many success-indicator details in important areas using this extensive questionnaire. The results should help you discover your project's maturity level in terms of probabilities for success and where adjustments should be made.
Does your PPM solution help you understand the cost of IT operations or just your projects and portfolios? Technology Business Management is an emerging category of software solutions designed to help CIOs and IT executives manage and communicate the cost, quality and value of IT Services.
Use this template with the Evaluating and Selecting PPM Software story, which has full instructions.
Practice portfolio leadership, not project management…and use this how-to checklist to help you do it.
Gartner’s new report on the state of the PPM market evaluates 30 technology providers and identifies important trends, including the infiltration of the SaaS deployment model and increasing support of Agile.
From the Gartner PPM Summit 2007
If the first time your customers see a product is
during a focus group, then you have lost 70 percent of the opportunity to leverage them in the innovation process.
Based on the best practices of winners and finalist from PM Solutions’ annual PMO of the Year award, a new book offers tips, insights and checklists for people management, performance measurement, strategic alignment, organization design and more.
By adopting PPM solutions, organizations will be positioned to manage successful cloud initiatives, increase business agility and innovation, and provide visibility and control over their cloud services portfolio, a global survey concludes.
When project portfolio management is conducted in a data/process “vacuum,” it often does more harm than good. Breaking down departmental walls and building an integrated, holistic approach to PPM will help to eliminate bottlenecks and improve decision-making. Here are steps to make it happen.
The combination of the two companies creates a major player in the $1.3 billion project and portfolio management software market, with more than 500 customers and 150,000 users worldwide.
From Gartner PPM Summit
Gartner Vice President and Distiguished Analyst Matthew Hotle discusses the basics of PPM from a conceptual level and looks at case studies of PPM techniques in action. Please note: This PDF version does not include presentation notes.
The elusive achievement of organizational alignment in corporate America is striking. What is needed is the development of an organizational structure and culture that dynamically self-adjusts and recalibrates to an ever-changing environment.
The portfolio manager is the strategic spearhead of your project organization, and there is a lot of mystery about an organization’s strategic planning process. The PPM function of your organization needs to be in the center of this process, and in this article we explore some of the functions that it needs to perform.
Portfolio managers don’t always need a full-feature package with all the bells and whistles. Reviewing the variety of solutions available led this writer to generate a basic list of PPM requirements as well as a few nice-to-have features--leading him to a recommendation.
This executive communication strategy will go a long way to prevent middle management inertia when implementing project portfolio management. Here we look at the cascade that breaks down the management wall to PPM.
With little extra money but plenty of extra time, smart IT managers are learning how to improve PPM functions without breaking the bank. Here are seven ways to get creative with PPM on the cheap.
How do you make the case for PPM and justify the expense? What are some common pitfalls in implementing or extending PPM across the enterprise? How much should an organization expect to “bend” to accommodate a new PPM solution? PowerSteering’s CEO shares his perspective on these and other issues.
Why has Project Portfolio Management struggled to be adopted in organizations? While part of the problem lies with the vendor overselling the product, the bulk of the issue stems from our collective failure to educate ourselves on PPM--and understand how we should adopt it.
From Gartner PPM Summit
By identifying the common themes between PPM and EA, both have the opportunity to strengthen each other and do more with less. Failure to rationalize EA and PPM is negligence. In this presentation, Gartner V.P. Robert Handler will look at the theory, reality and opportunity behind a collaborative approach.
Shortsightedness can shortchange your organization on the benefits of project portfolio management. A top PPM analyst shares best practices on how to embrace the big picture and how evolving PPM tools can help.
From Gartner PPM Summit 2007
Gartner Research Director Marc Halpern leads this presentation to illustrate how PPM can help your organization to incorporate innovative process and support into new product development projects.
John Baldwin, new CEO of on-demand PPM solutions provider Daptiv, shares his plans for the company, and where he thinks the industry is headed.
From Gartner PPM Summit
Research Vice President and Gartner Fellow Bill Rosser presents this session on how PPM can leverage its experience in the broad view of project selection, resource management and consistency of architecture, with added verification of delivered benefits.
The acquisition of Bluenova acquisition will increase Daptiv's company revenue by about10 percent and position it to capitalize on the fast-growing market for PPM solutions in the Asia Pacific region
Here’s our February 2011 roundup of the latest technology solutions for project leaders, teams and organizations, including social-based requirements management … security-focused PPM … enterprise-level Agile integration … software lifecycle management … and more.
A wide variety of technology solutions and services are available to help organizations implement, customize and improve their project portfolio management processes. Here is our August roundup of recent updates and announcements from CA, Daptiv, Innotas, Oracle Primavera, Planview, PowerSteering, Rally and others.
From Gartner PPM Summit
Most organizations have a tendency to get stuck somewhere between level 1 and level 2 of the maturity curve. In this presentation, Donna Fitzgerald will discuss how you can keep moving along the path to full PPM maturity.
From Gartner PPM Summit
Traditional PPM supports a militaristic business strategy mindset — “take the hill.” Today’s complex, fast-changing world is driven by constant adaptation between interdependent actors (e.g., customers, partners, competitors). The “take the hill” approach must be changed to support constant change and reduced control. We must move toward supporting a dance of exploration and exploitation.
CA Technologies recently introduced a new version of its PPM solution. Among the updates is the integration of Chatter, a collaboration application from Salesforce.com.
A wide variety of technology solutions and services are available to help organizations implement, customize and improve their project portfolio management processes. Here is our April roundup of recent announcements from Daptiv, HP, Oracle, Planview and PowerSteering.
From Gartner PPM Summit 2006. PPM is not just about project prioritization, project status and resource management. It's a business process that can help lead your company to the next level.
This template can be used as a final Project Charter for small projects or as a quick summary of a longer-form Project Charter. In either case, it can be a great communications tool to create alignment and understanding.
Gartner’s 2010 Magic Quadrant report surveys the state of PPM in a challenging economy, evaluating 31 technology providers, naming six “leaders” and identifying two important market trends.
Are all your resources working toward the same overall goals and strategies? Do people and departments know what is important to the organization? Do they have incentives to get there? Here are three criteria for prioritizing and approving work in a portfolio.
Improved deliverable! The new CIS system isn't ready for prime time until business users have tested it. This plan provides guidance on the how, who, when, where, why and what of acceptance testing.
Check out, monitor, verify and log the quality of pile driving with this form.
