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The PPM Pushback Problem
As more organizations adopt project portfolio management to align their initiatives with strategic goals, some are finding the process stymied by significant resistance from project managers and rank-and-file employees. Here, professionals who have traveled the PPM road offer tips on making the transition smoother and more successful.
Since 2000, adoption of enterprise project portfolio management solutions has been driven by a need for discipline, shoring up of corporate market position, and better management of resource capacity, particular at firms where the workforce is spread across the globe. But while PPM tools help corporations define their own success, their adoption is often accompanied by grumbling — and sometimes outright revolt. For project managers accustomed to flexible management styles, and programmers whose work schedules aren't always standard, the time-tracking and approval mechanisms of PPM can be particularly uncomfortable to impose.
Getting buy-in couldn't be more important, says John Vantuno, who heads the IT PMO office at Honeywell Specialty Materials in Morristown, N.J., where he oversees 800 eProject licenses. "If your culture isn't buying into it, you can have the best system in the world and it isn't going to work," he notes.
Irie Jenkins, vice president of product and project …
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