Project Management

Real Mature

Kathleen Ryan O'Connor
linkedin twitter facebook print Request to reuse this   Governance   Portfolio Management   ProjectsAtWork  

Big or small, upstart or long established, many companies are finding that the value of their PPM efforts is tied to the maturity of their processes and practices. And even small advances in PPM capability can spark great leaps forward.

As economic pressures eroded profit margins and decimated departmental budgets from coast to coast, project portfolio management remained a bright spot. Analysts recorded a flood of inquiries and speculated the overall project solutions market could reach as high as $6.5 billion by 2010.

Driving the boom was company after company discovering that when every cent counted, not knowing what projects helped or hurt the bottom line was not only clueless, but dangerous.

But in the rush to adopt the latest PPM software offering, the interplay between PPM and business maturity was sometimes lost in the shuffle. One Forrester survey found that a full 70 percent of responding companies that had adopted PPM had either immature or nonexistent actual portfolio management practices.

So would the software magically give them what they needed to make sophisticated portfolio assessments?

Forrester analyst Margo Visitacion doubted as much in one opinion piece, saying, "With such levels of immaturity, implementing tools without services will provide little more than a glorified inventory."

She went on to say less-mature …

Please log in or sign up below to read the rest of the article.

ADVERTISEMENT

Continue reading...

Log In
OR
Sign Up
ADVERTISEMENTS

"Truth comes out of error more readily than out of confusion."

- Francis Bacon

ADVERTISEMENT

Sponsors