Effective management of the strategic portfolio of projects may be the most important job IT has. At the same time, IT projects have a unique complexity because the high rate of change in IT can quickly minimize or render obsolete a project that was deemed strategic a short while ago.
Project Portfolio Management (PPM) is a "real-time" discipline and as such, demands accurate, clear-eyed, actionable information for decision making and a rational, consistent business framework that can help guide executives in making and managing good investment decisions in a rapidly changing landscape.
5 Key Drivers for Effective Portfolio Management
- Senior Management Engagement
- Competent Portfolio Governance
- Standardized Metrics and Criteria
- Consistent (and Logical) Strategic Objectives
- Mature Project Management Office
The ability to identify, justify, prioritize and execute projects well is truly a strategic differentiator. So much so, that many large enterprises view their business strategic plan as a collection of projects. If the right projects are defined and executed well, the results yield key business outcomes, power the strategy and drive the organization’s success. If this doesn’t happen, the project portfolio and the energy it consumes can seriously harm an organization.
Evergreen’s approach to PPM is driven by four focus points – control, visibility,
We have designed and built dozens of full
Engagements range from clients seeking our support in developing and executing a road map or plan that includes quick results, to short-term and longer-term strategies, to technology enablement of a solution, to seeking resources from Evergreen to execute or even recover high-risk projects that cannot be allowed to fail.
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