Break Out of the PPM Silo

Dave Blumhorst

When project portfolio management is conducted in a data/process “vacuum,” it often does more harm than good. Breaking down departmental walls and building an integrated, holistic approach to PPM will help to eliminate bottlenecks and improve decision-making. Here are steps to make it happen.

A structured approach to project portfolio management is undoubtedly valuable to managing a growing list of projects and keeping them on track and on target. However, if critical information flows with other departments are not enabled, PPM can become a silo full of incomplete, or worse, inaccurate information. This can lead to bottlenecks, blind spots and ineffective decision-making both for the project team and executive stakeholders.


How can a PPM organization avoid becoming a silo? The answer lies in taking an integrated, holistic approach to its PPM practice. Taking such an approach will make the difference between delivering suboptimal outcomes and acting as a lynchpin that delivers business value.


Origins of a Silo

Project management is often associated with a single team or department in an organization where much of the work is project-based, such as in the IT, product development and marketing departments of many firms. Typically, project managers take an ad-hoc approach to managing work, using workgroup collaboration tools, process …

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