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.
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.
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
This presentation, from Research Vice President Lars Mieritz, looks at factors, metrics and methods that offer effective building blocks for IT performance management and business value tracking.
What are the business drivers for enterprise project portfolio management, what are the consolidation challenges and what is the solution?
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.
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.
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.
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.
Use this template with the Evaluating and Selecting PPM Software story, which has full instructions.
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.
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.
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.
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.
More organizations are incrementally adding Agile methods to take their project portfolio management practices to the next level, while software providers are adapting their PPM offerings to keep pace with demand.
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.
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.
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.
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.
Making strategic portfolio management decisions in a tight economy isn’t easy. Here’s some help in trying to achieve an empowered PMO when the going gets tough.
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.
How can you ensure projects deliver measurable business impact? United Stationers has been able to help their organization make specific real-time business decisions through enhanced project portfolio management capabilities, metrics and reporting.
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
Earned value analysis is an excellent technique to assess project health and apply metrics to manage your project. Use this presentation to conduct an earned value orientation for your team members.
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 recently announced PPM offerings.
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.
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.
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.
A recent Aberdeen survey identified the top pressures in managing IT projects as well as “best-in-class” practices for picking the right projects and managing portfolios and resources.
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.
Agile and earned value are inherently different approaches to managing projects, but they can complement each other in support of flexibility and bottom-line value. Here are three practical tips to help you bridge the gap between an agile approach and the earned value reports and measurements many organizations require.
With the cost, quality and complexity of healthcare under a national microscope these days, some hospitals are already realizing critical improvements by implementing project portfolio management, thanks to niche solutions designed specifically for their needs.
Organizations will rely more on project management as the "need to perform trumps survival in 2010," according to a panel of senior executives and consultants.
Collaboration software provider Daptiv predicts that the role of project management offices will expand into business strategy, social software will be used even more to engage project teams and stakeholders, and PPM systems will play a greater role as a business intelligence source.
Projects come and go, but portfolios remain — all the more reason to establish and sustain a value metrics program. A key is to stop insisting on “perfect” metrics, and simply get into the habit of measuring, collecting and refining a variety of data.
From the Gartner PPM Summit 2007
What are the five myths that undermine effective innovation management, and how does project portfolio management and other software support the innovation process? Plus, how can manufacturers avoid the obstacles to creating an innovation competency in their companies? Find out in this presentation.
From Gartner PPM Summit
Gartner Vice President and Fellow Audrey Apfel hosts this session of Gartner for IT Leaders. In it she will discuss the challenges of executing successful projects in the midst of changing expectations, elusive business value and the uncertain ROI from PMO functions.
From Gartner PPM Summit Barbara Gomolski discusses the economic climate of 2009 and how PPM can be the key to overcoming spending challenges.
The research analyst's PPM and IT Governance Summit in June will feature new research, new ways to embrace change, a keynote presentation from Tom Peters, and a case study on social media as a PM tool, among other highlights.
