PPM should be considered as a business process like other conventional processes of marketing, finance, sales, and HR. Yet, some organizations face a tough time in planning and executing the appropriate initiatives to position PPM as a business process.
In this article at CIO, Bas De Baat explains that lack of cross-functional nature of PPM is one of the biggest reasons why organizations lack in deploying it as a business process.
PPM: A Business Process
Ideally, the PPM must serve internal customers from all business areas. To make it happen, PPM should reside in a business function. Here are the most coveted steps to deploy PPM as a business process:
- Align Leadership: To implement PPM as a business process, organizations need adequate leadership transformation. Executive alignment is a humble part of it while visualization is the key element of the alignment process. It is the duty of senior leaders to envision the future-state and how that improves their business area. As the alignment is done, form a change leadership committee and task them with delivering the right PPM solution.
- Implement & Deploy: Since PPM is an enterprise application, its implementation and deployment must be managed in the same way. Mobilize a team with internal and external resources. PPM projects fail when the team’s primary focus is on the application. It is imperative that the vendor must provide his expertise in business process, analytics, application and governance, the four components of the PPM solution.
- Execute, Learn & Adjust: As the PPM solution goes live, the real work begins. At this stage, the primary focus of the project team and organization should be on user adoption. Ensure to have a superuser representation across all the business areas.
Click on the following link to read the original article: https://www.cio.com/article/3030101/leadership-management/3-steps-to-make-project-portfolio-management-a-business-process.html#tk.drr_mlt