Project Portfolio Management

Top 5 Excuses for Not Using Project Portfolio Management

When it comes to project portfolio management (PPM) software, some managers will do anything to avoid what they perceive as unimportant or an annoyance. But according to Tushar Patel, PPM software may actually be a tremendous source of cost savings. Patel lists five reasons why managers typically avoid using PPM, and explains why all five reasons are probably just excuses.

Excuses, Excuses

  1. No Budget
  2. Too Busy
  3. The Company is not Mature Enough
  4. Management will Never Approve
  5. It’s Too Hard to Implement

Patel says the excuse (reason) of the ‘limited budget’ is by far the most common and the most disingenuous. Does the organization have employees running pet projects, channeling resources to the wrong projects, continued misalignment with key initiatives, or projects that are over budget and past deadline? These situations have two things in common – they all involve a drain on the budget, and they are all resolvable by PPM.

Who isn’t busy in a business? As part of their daily routines, project managers face a host of challenges, not the least of which is the prioritization of goals and agendas. Can PPM save the manager valuable time? Not always, says Patel. But often, without some form of PPM, the project schedule becomes cluttered with confused priorities, misuse of resources, and inevitably wasted time.

Then there is the excuse that the organization is not mature enough, not prepared to fully embrace PPM. But then again, doesn’t every company need to seek ROI through understanding their pain points and prioritizing their projects?

The key is to have a crawl, walk, run approach to implementing PPM within your organization. Start by focusing on one or two areas that need improvement and then work your way into more advanced functionality and processes.

Lastly, a manager might pass the buck by claiming that their management won’t accept a PPM strategy based on some of the grounds listed above. If this is the case, it’s simply a matter of transferring the argument to a different source. Change is difficult, but if you’re a project manager, you probably have the means and the imperative to forge a sense of urgency and purpose in your organization.

You can read the original post here:

Eric Anderson

Eric Anderson is a staff writer for CAI's Accelerating IT Success. He is an intern at Computer Aid Inc., pursuing his master's degree in communications at Penn State University.

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