Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Implementing PPM: Value and Vision
When implementing a portfolio management system, leaders must create both a vision and a value proposition for the accompanying changes, describing how these changes, whether environmental or structural, will integrate with the overall strategic planning and management cycles.
Real change needs to be led from the top down. This is especially true in implementing portfolio management. There is usually enough pain on the frontlines of IT delivery that making a case for change is not difficult. Approaching the business stakeholders will often yield a similar level of frustration. It is the middle management where change usually goes to die in most organizations. Middle management will not respond to change from below but only from pressure from above.
To keep the top management buy-in from disappearing it is useful to have periodic sessions where benefits are highlighted, success stories shared, and issues surfaced and solved. This continuous engagement is necessary to get stakeholders through the inevitable trough where it seems that there has been a lot of disruption but the positive results are yet to show up.
This is a natural response to change, and there is no guarantee that the change will ultimately turn to the positive unless …
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"Conventional people are roused to fury by departure from convention, largely because they regard such departure as a criticism of themselves." - Bertrand Russell |