Committing to the Value of PPM

Michelle Stronach has over 20 years of experience in the project management field, with experience creating successful PMOs and implementing project, portfolio management and IT governance frameworks. Michelle truly appreciates the value of feedback and welcomes comments on her articles. https://twitter.com/mlstronach

Many organizations have made the move to indoctrinate some level of Project Portfolio Management capabilities within their organizations, from basic principles and processes to as advanced as adopting an enterprise tool. But even with the adoption of a formal PPM process, in the end the decisions are made based on a power skirmishes. When push comes to shove, the organization hasn’t really bought into the PPM philosophy: decision makers go around the process and adequate capabilities have not been put in place to ensure the projects deliver the benefits promised.

Without understanding relative importance of the projects to the organization’s strategies and goals, the execution of the projects is difficult, running into the same issues of resource constraints, delays and budget overrun that existed before the organization decided to formalize their decision making. Compounding this problem is the lack of fundamental project management and PPM support capabilities. In a nutshell, PPM is window dressing and the same problems exist.

To successfully implement PPM, attention needs to be on the people change aspect. As with any transformational-type project, stakeholders will buy in once they understand what’s in it for them. The common challenge with EPPM is that it can be perceived as a loss of control for executives and for the project managers. It can …

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