Scott LaceyProject Manager / PMO Consultant| Chrysler Financial LLCSouthfield, Mi, United States
Does anyone have experience with the seat of project portfolio management being located outside of IT? We are toying with the idea of an Enterprise PMO that reports to the CEO rather than the CIO and a Portfolio Mgmt committee chaired by someone outside of IT. While most of our projects have cost that is non-IT (business staff, training, etc) the vast majority of cost is typically IT. many projects are large enough to have a business lead, but nuts and bolts project management is typically done in IT.
What do you see as the inherent conflicts and risks in separating the governance from IT? Saving Changes...
Like anything Program and Portfolio a huge amount depends on the maturity of the organisation. Generally IT will be supporting strategy and strategic direction of the company. Having the Portfolio Management (investment decisions, etc) outside IT is a good thing as it is clear it is not IT driving this reporting, but the Business. This can also help IT ensure scope is managed or at least recognised up front and across any reporting lifecycle. Saving Changes...
