Are you getting value out of your project and portfolio management (PPM) investment? Maybe you have installed a solution – like HP Project and Portfolio Management (HP PPM) Center. In last week's post, I shared the first of seven questions you need to ask to determine if you are getting the full value out of your PPM investment:
1) Are the key processes that were implemented being followed consistently?
2) Are there other processes that your organization follows that could benefit from PPM?
3) Do you know what your resources are working on consistently?
This week I share with you the remaining "must ask" questions. Read on...
4) Does your organization have a defined approach to evaluating new projects/ initiatives based upon corporate objectives and goals?
Do you sometimes worry that the projects that may best help achieve your organization’s goals and objectives are not the ones that get approved? Maybe projects get started and put on hold because of shifting priorities? By using PPM to manage your projects you can maintain a full view of projects that are underway, as well as see what new projects are being considered and then be able to evaluate the impact of upcoming projects on staffing, scheduling and financial budgets. Then decisions can be made based upon what is required to be completed, what can have the most impact on corporate objectives and other criteria.
5) Does your organization have challenges in getting the right resources assigned to the most critical and most impactful projects?
After you have determined which projects should be started, are there challenges in your organization to get the best resource assigned to the most appropriate project? Or maybe your top resource is wanted by multiple projects and then they all get delayed because the resource assigned has too many assignments on his/her plate. And then you find out that other resources with the same skills are sitting without a work assignment because either no one knows they are in the organization (and therefore they do not get requested) or they may be new and their skills are not at the level needed.
6) Are your projects being delivered on schedule, within budget and as expected, and when do you find out about potential issues?
Does your organization have a standard process in place to report and escalate project issues, project risks, scope changes or staffing changes? Do you have an easy-to-use status report that project managers can complete and be instantly available once they have released it? Is there one place to go to see how all of the projects underway are progressing toward their completion dates? Is there a consolidated view of how much money remains in each project’s budget?
7) Is there an upgrade available, and if so should I upgrade?
What does an upgrade mean to your organization? What happens if you don’t upgrade? How long do you have before you have to upgrade to a newer version of PPM? Are there changes that could benefit your organization available with the upgrade? How does the upgrade impact your current setup and configuration? How many resources are needed to complete an upgrade? How long will the upgrade take? Is there the new hardware needed as a result of the upgrade?
These are just a few of the things to consider about your PPM implementation and how you can make it better and more useful.
If your bigger question is "where do I start?" I invite you to contact me to discuss your PPM challenges and goals.