Project Management

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Which are the main outputs of implementing a Project Portfolio Management (PPM) software in a given organization?

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Eduard Hernandez
Community Champion
Product Operations Program Manager Barcelona, Cataluña, Spain
Look forward to hearing from peers with experience on this regard (and with respect to Project Online in particular)
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Drew Craig Sr. Agile & Product Coach| Vanguard Philadelphia, Pa, United States
1. A clear benefit is an aggregation of metrics across multiple projects.
2. Resource tracking.
3. Simple, centralized project tracking.

With this information readily and centrally available, the exposure will assist in early identification of trouble areas, while also providing a more macro view of the portfolio for planning, and historical metrics for forecasting.

Consideration - Input - Output.
Individual project and roll-up information for the portfolio is only as good as the data that is inputted.
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Deepesh Rammoorthy ICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood Service Tarneit, Vic, Australia
Project Time-sheeting
Resource Forecasting
Resource Requests
Project Reporting
Inconsistent yet central repository of Risks and Issues on Projects across a Program or Portfolio
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Sergio Luis Conte Helping to create solutions for everyone| Worldwide based Organizations Buenos Aires, Argentina
Each time we did something in our organization we evaluate all the impacts at enterprise architecture level. I was the leader of our last PPM software implementation (HP PPM). That means we evaluate the impact at business, application, technology, security, information level. It is amaizing how people think that it is to install sofware only and after you evaluate the impact you could find that some HR process must be reviewed (form example if your organization is a unique ID schema).
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1 reply by Eduard Hernandez
Apr 20, 2017 3:46 AM
Eduard Hernandez
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I have encountered the very same situation. I once initiated the project of implementing a PPM software and found that I had to spend significant effort in ensuring that PPM was a tool, not a plug-in solution that is turned on and everything runs smooth. A tool without supporting processes is doomed for failure.
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Eduard Hernandez
Community Champion
Product Operations Program Manager Barcelona, Cataluña, Spain
Apr 19, 2017 6:11 PM
Replying to Sergio Luis Conte
...
Each time we did something in our organization we evaluate all the impacts at enterprise architecture level. I was the leader of our last PPM software implementation (HP PPM). That means we evaluate the impact at business, application, technology, security, information level. It is amaizing how people think that it is to install sofware only and after you evaluate the impact you could find that some HR process must be reviewed (form example if your organization is a unique ID schema).
I have encountered the very same situation. I once initiated the project of implementing a PPM software and found that I had to spend significant effort in ensuring that PPM was a tool, not a plug-in solution that is turned on and everything runs smooth. A tool without supporting processes is doomed for failure.
...
1 reply by Renee Robinson
Apr 20, 2017 9:43 AM
Renee Robinson
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This seems to be a continuing struggle in project management, tools are just that and they take proper continued input and analysis to be relevant.
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Renee Robinson PMO Director| C2G Orlando, FL, United States
Apr 20, 2017 3:46 AM
Replying to Eduard Hernandez
...
I have encountered the very same situation. I once initiated the project of implementing a PPM software and found that I had to spend significant effort in ensuring that PPM was a tool, not a plug-in solution that is turned on and everything runs smooth. A tool without supporting processes is doomed for failure.
This seems to be a continuing struggle in project management, tools are just that and they take proper continued input and analysis to be relevant.

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