![]() ![]() Organizations in this spectrum might execute projects with little assessment or measurement, prioritizing them on the basis of first-come, first-served - or, perhaps more commonly, based on the power or audibility of the project requestor. At the most immature, PPM might simply include centrally tracking the organization's projects, with not much "portfolio management" actually occurring. 7Īn organization's PPM processes can exist within a spectrum of maturity. A lack of executive support or commitmentĬonversely, mature PPM processes can result in maximization of IT investments, minimization of risk, improved alignment between the business and IT at both strategic and tactical levels, and efficient resource allocation.Groups of projects that are unbalanced or uncoordinated.A proliferation of projects that are either outside the strategic objectives or that fail to add significant measurable value.When organizations lack formal PPM processes, many problems can arise: PPM is often performed from a centrally managed project management office. maintaining a centralized view of projects and. ![]()
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