Project Portfolio Management Implementation Planning & Metrics

Implementation planning requires the activities:

Best Practices

Implementation planning should start with an assessment. The assessment should the determine the need and formulate some business questions. The assessment is followed by the kickoff workshop. There the business case should established and prioritizing should take place. That determines which problems should be attacked first. This will act as the pathfinder project, and deliver the metrics for the next phase: the first implementation of Portfolio Management.

Usually a company will not start with a greenfield situation. That implies that is is good to begin with the evaluation of the current definition of the key performance indicators (KPI's), and how they are measured. After discussing those they can be adapted and changed until they fit the current purpose of Portfolio Management.

A SWOT analysis (Strong, Weak, Opportunity, Threat) can be very helpful in finding your way through existing situation and greenfield. SWOT stands for Strong, Weak, Opportunity and Threat. Opportunity and threat study the outside world, while strong and weak consider the internals of the current situation.

Implementation Pitfalls

Important implementation pitfalls are:

  • Failure to monitor the ongoing performance.
  • Insufficient links with individual performance.
  • Cultural breakdowns:
    • Organizational friction;
    • Poor communication;
    • Weak enforcement;
    • Cumbersome processes.

Critical Success Factors

Critical success factors are:

  • Effective decision-making and a strong focus on process.
  • IT project and systems portfolios are aligned with business priorities.
  • Satisfied customers.
  • Strong decision-making by high-performing IT employees.
  • Complete audit capabilities supporting each of these points.
  • An efficient and cost-effective IT department.

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