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Project Manager : Project Manager Apr May 2013
20 Project Manager •COVER STORY " is framework can help with project selection and approval to ensure that the right projects are selected for the portfolio that are in line with the organisation's strategic plan, project nances (including budgets and forecasts) and in the reporting process," explains ComSuper Executive Manager of Project Ser vices John Molloy. "You also get that consistent PMF that complements PPM; you're not getting bits and pieces of di erent approaches, but looking at projects with a consistent view." e process of introducing PPM begins with executives asking themselves some tough questions about their organisation, such as: What changes are you really investing in? Are these changes actually paying o for us? How do we need to change to be able to both sur vive and thrive in this cur rent climate? One of the early challenges is improving visibility -- nding out what really goes on in a company. For PPM to be e ective, an organisation also needs a clear set of strategic objectives. With this in place, executives can apply appropriate technologies, processes and governance behaviours to enable increased visibility of the goings on within their organisation and analyse data to guide them in investment decisions. Executives need to look at the value of all their investments and whether they are clearly contributing to the company's strategic objectives. "We can't afford to deliver things that are on time, on project and on budget, but which are not able to deliver the strategic value they promised nor align to where the organisation needs to go," says Sharpe. Cancelling a project or an investment that is not delivering can take courage from management, particularly those who instigated it in the rst place. It is vital though that organisations seeking to reap the bene ts of PPM monitor changes in their industries and within their organisations, and act accordingly. "Agility or exibility is important -- especially in a dynamic world," says Dr Catherine Killen, senior lecturer in the faculty of Engineering and Infor mation Technology at UTS. "Good PPM enables oversight and real-time tracking of the portfolio, as well as the environment-sensing functions that allow trends and shifts in the environment to be monitored so adjustments can be re ected in the portfolio." g gpp g with the downturn, but there are several pitfalls that could render the process useless. One is assuming that technology is all that is needed for good PPM, when it really only provides a simpler way to view a project's progress and does not provide governance or accountability. For people to be able to deliver the value that systems cannot, the drive for PPM must start at the top of the organisation. Senior management needs to act on information coming out of the process and support sta and integrate that information into their work. It is also important to ensure that visibility is comprehensive in order to avoid what Sharpe calls the piranha e ect. " is is where we invest in projects and allocate budget and resources, but beneath the surface we forget all the smaller things that take up sta time and attention, so the investment just gets eaten away," Sharpe says. "Investing sta time, budget and attention are all vital for the success of PPM -- of these, attention is the hardest to sustain." Di cult cultural changes are also required within an organisation if PPM is to succeed. " ere can be resistance to the increased transparency and to a perceived lessening of control," Killen says. e recipe Killen suggests for overcoming this resistance will be no shock to those familiar with change management theory: good communication, as well as showing that the new system -- good PPM -- will increase project managers' strong support from the top levels of their organisation, improve resources and provide better chances of success. Role models With the rise of PPM comes a growing need for people to ll the role of portfolio manager. PPM is not necessarily the next logical step from project management. "Not all project managers are suited to or would enjoy PPM roles," Killen says. "Some of the very best project managers have great project management skills and are motivated and driven by the project management environment, but would nd PPM very frustrating and not a good use of their skills." GOOD PPM ENABLES OVERSIGHT AND REAL-TIME TRACKING OF THE PORTFOLIO, [ALLOWING FOR] TRENDS AND SHIFTS IN THE ENVIRONMENT
Project Manager Feb Mar 2013
Project Manager June July 2013