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Preparing For PPM
Adoption obstacles often doom project portfolio management efforts. A Gartner analyst advises that when implementing PPM, organizations must know their limitations upfront, take the long view, introduce changes slowly, and seek soft benefits before cost savings.
Daniel Stang is intimately familiar with the adoption issues inherent in implementing project portfolio management at the large- and medium-sized companies he consults with as a principal analyst for Gartner, a business and technology research firm based in Stamford, Conn. "I help clients make decisions on how to select tools and software technology that will provide visibility and the ability to monitor and track their project work," Stang explains.
When Stang spoke at the PPM Summit in Los Angeles in late June, his topic was how to navigate the stumbling blocks that too often hinder and even doom PPM implementations. This summary of his major points at the conference — and in a separate interview with Projects@Work — can assist project management offices as they steer a course through PPM implementation. Here are some of the major points of advice that he hands out to his clients:
> Know Yourself: By definition, any firm considering adopting PPM is immature and can't do the implementation alone. "These systems are not `plug and play,'" Stang says. "PPM is not …
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