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Spelling Out EPM
Mark Mullaly is president of Interthink Consulting Incorporated, an organizational development and change firm specializing in the creation of effective organizational project management solutions. Since 1990, it has worked with companies throughout North America to develop, enhance and implement effective project management tools, processes, structures and capabilities. Mark was most recently co-lead investigator of the Value of Project Management research project sponsored by PMI. You can read more of his writing at markmullaly.com.
Traditional project management tools do not apply when it comes to enterprise project management, which requires the full cooperation and support of senior management. The EPM concept is appealing, but its reality has been far more elusive. So what does it take to make it work?
Call it enterprise project management, organizational project management or project portfolio management. There is a new movement afoot, and it’s striding somewhere near the top of our organization charts. Regardless of the name you call it, one of the most misunderstood concepts this side of earned value seems to be trying to grasp exactly what this whole "enterprise project management" thing is. What follows is my attempt to define it and give it meaning, while hopefully debunking some less productive concepts along the way.
For starters, let’s talk about what enterprise project management is not. It is not project management on a bigger scale. It isn’t just a roll-up of the resources across all of your projects. You can’t simply build a list of projects that your organization, business unit or department is working on and call it enterprise project management. And you aren’t only abstracting work breakdown structures and dependency networks to a higher level of detail.
Enterprise project management is an entire management discipline unto itself.…
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