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Tough PPM Decisions
Bob Weinstein is a journalist who covers technology, project management, the workplace and career development.
Even though there are positive signs of economic recovery on the horizon, organizations are spending prudently, and cost-cutting is still the mantra guiding project portfolio management decisions. Long-term projections are more optimistic than they were six months ago, but a tight and cautious economy is still pressuring organizations to accomplish more with fewer resources. Regardless of organizational size, companies strive for trouble-free projects and positive visibility. Failed projects, for whatever reasons, could mean devastating setbacks.
In this environment, it didn’t take much pressure for IT decision-makers to commit themselves to targeted and formalized PPM initiatives. An August 2008 Gartner survey of IT leaders found that more than half of their organizations were in the throes of pursuing major initiatives for portfolio management; the introduction of program management; IT governance implementation or enhancement and/or project management office; and enterprise PMO formation. The Gartner report also stated that 90 percent of respondents said that their most important topic is portfolio management for projects and applications.
A white paper recently released by Genius Inside, Inc.--a Montreal-based company that sells Lotus Notes Enterprise project management applications--makes a cogent case for PPM strategies. The short white paper …
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