Managing PPM as a Change Project
The only constant in business today is continuous change. A META Group study showed that half of Global 2000 companies adopt some form of project portfolio management but less than 10% of these increased the portfolio value by 30% or more. Each of the other attempts became yet another failed project…
Our own experience has shown that all PPM projects have to be managed as change management initiatives. The leadership involvement and cultural change expected from stakeholders is essential for the successful completion of the project portfolio process.
Planning for change is important but only if it leads to valued organisation-enhancing outcomes. The project portfolio management team (PPMT) must understand the desired outcomes from introducing a PPM process and must prepare a detailed communication plan in order to gain buy- in from stakeholders before the process is introduced. During the execution stages of the plan the PPMT must ensure that managing change among stakeholders and users is paramount in the implementation strategy.
Fundamental to the success of a PPM project is the role of the portfolio sponsor who must act as a change leader. This individual needs to understand the type of change and readiness of the organisation in order to understand how best to lead the process and to decide how much time to spend on deliverables and objectives of the process and on building a shared vision of the future.
