Whether they realize it or not, federal agencies implementing enterprise project management (EPM) systems have decided to become more "projectized," which represents a radical shift from traditional operations and presents unique challenges that project managers managing these implementations should be aware of and prepared to address.
An important catalyst for implementing EPM is that government agencies and private organizations want to organize their operations as portfolios of projects. Federal agencies are procuring EPM in order to get a consolidated view of their entire project portfolios and be able to identify late or over-budget projects, increase their ability to evaluate priorities, enforce agency-wide quality standards, share real-time project data throughout the agency and/or increase resource productivity and utilization.
The advantages of EPM are achieved through a Web-accessible centralized database containing schedule, scope, cost, resource and other project information that is available for sharing and collaboration with stakeholders, project team members and agency management. Defining and standardizing the project data to be contained in the database is the essence of EPM implementations, but the cultural environment in an agency can affect how this task is accomplished. As anyone who has worked with government agencies knows, cost management,
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