A Series of Unfortunate Events
Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.
Months into a transition to Project Portfolio Management, the IT organization of Amalgamated Specialty Industries is not progressing according to expectations. Some voices heard behind closed doors:
Barbara (CIO): “We have a strong PMO, and the team of business leaders reviewing and approving projects, but progress seems to be getting bogged down in more and more organizational issues. The justifications for projects are not really that well presented. Some projects were approved and they shouldn’t have been.”
Paul (Line of Business Manager): “Where are the ROI improvements? I know it’s early but expenses are still unexpectedly high. We did a lot of streamlining, but the IT organizational structure is still the same, certainly not any more responsive.”
Dylan (Project Manager): “My business analysts and designers have been trained with a philosophy that does not prioritize ROI. In some areas, I don’t even have enough qualified workers now that we have made these changes. How is my project going to achieve the financial benefits that the company expects?”
Organizational Culture & PPM
You certainly don’t want to be hearing the same problems during your transition, but what can you do to avoid them? First, understand that you must also change the organizational culture, which does …
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When an elephant is in trouble even a frog will kick him. |
