Benefits and Beyond: Rethinking the Strategic Value of Project, Program, and Portfolio Management (Mark Langley-PMI and Matt Light, Gartner )
- We need to be able to answer the question, “Why did we do what we did?”
- Benefits realization is a process throughout the project management lifecycle (among high performing organizations) not just at the end.
- We have an increased need for leadership.
- We need two types of project managers: those who are project capable, and a select group of turn-around artists who can also train/mentor junior project managers.
- Benefits realization = ACCOUNTABILITY, which requires a ‘culture of PPM’
- Organizations should match talent with appropriate projects
- If you don’t have a business case, you are guaranteed to not know whether you achieved anticipated value
- Finally, it requires leaders to deliver benefits
Follow the Yellow Brick Road (Michael Hanford, Gartner )
Pros and Cons of Centralized PMO
- Pros: Can develop a better project management culture faster, everyone reports to the same director
- Cons: business knowledge ages, disconnected group from the rest of the business
Identifying and Harnessing Complexity in Projects, Programs, and Portfolios (Robert Handler, Gartner )
- See: A Leader’s Framework for Decision Making for more information on the Cynefin model
- Work in the Simple area of the Cynefin model should not be projectized
- 80% of projects reside in the complicated area
- 20% of projects are likely in the complex area (but drive 80% of the value).
PPM Marketscope (Daniel Stang, Gartner )
- Out of the box report is weak for many PPM vendors
- Most companies never get past time tracking
- It can take 3+ years to resolve resource management challenges
- With new implementations, start small and provide ‘just enough’ visibility