Here's your chance to help build what I believe is a missing but very important model for assessing Enterprise Project Management tools.
Attached you will find a PowerPoint document that I would like you to review and help build upon.
Over the past 2-3 years, the number of project management "tool" providers and systems has grown tremendously. At the same time, many of these tools have become very niche-focussed.
What I am attempting to construct (with your help!) is a generic, Enterprise Model of all the processes, (potential) systems and information flows that constitute "full featured" Enterprise Project Portfolio Management environment. There is no one tool today that fits the bill - nor do I believe there will or should be one.
At the same time, however, I believe it is critical to understand the flows of information between project manager, resource manager, portfolio manager, financial analyst, Sr. manager and the like. Without an agreed upon model that clearly documents the various touchpoints and information flows, comparing large-scale, Enterprise systems becomes quite difficult.
Once complete, I believe this type of model can become an extremely powerful tool in comparing feature sets, as well as the needs of an organization.
If you'd like to help build this model, download the document, read through the "notes" pages and provide feedback. I'll do the leg-work to keep this up-to-date!
Your input is valuable and appreciated! Saving Changes...
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Herbert BookerSenior Project Manager| ContractorWellington, New Zealand
An excellent model Michael. My only comments would be to consider Professional Service Organizations (PSORG) also and not just internal IT departments. I also feel it is imperative that there are tools to support any methodology and that there should be some form of automated KPI data collection up through the various management levels. I've attached a PM model for a PSORG for your benefit. Saving Changes...
Michael BrownProject Manager| JPMorganChaseDeerfield, Il, United States
Wonderful addition - and suggestion! You are right - expanding to a PSA environment would add considerable value to the process. Thanks for the input! Saving Changes...
Michael and Herbert, Attached you will find a similar, but different view of Enterprise Control. I am implemented Enterprise Project Offices, and I find it is imperative for all information to be available up and down the pipe for the best decisions and support of all functions. Standards should be set at the top level and implemented at the lower levels.
The structure should be set up for support, not beating up the the lower levels. Every project engagement should increase the knowledge and skills of the project or program managers below and Governance should be involved throughout the process.
In a consulting environment, you would leave out Governance, but I would include all other parts. Saving Changes...
