Project/Program Portfolio Management (PPPM)
By PH Lohnes, PMP
Time to Ask Questions: Taking Your Organization’s PPPM Pulse
Having covered several topics on the PPPM frontier, it is now time for some homework. I am going to suggest that you take the pulse of your organization through the following exercise. Depending on your position in the organization, you may have to find a champion at the senior leadership level to assist you in working with the team members in the “C branch.”
- Do you have a PPPM environment currently setup at your organization? If no, go to Question 2
- Does the PPPM have a vision or maturity roadmap?
- If not, what is the driving focus of the PPPM?
- If yes, when was the last time it was updated or vetted for viability?
- Is the PPPM supportive or supervisory at the portfolio and program levels?
- Who is or are the portfolio managers at your organization?
- Are they privy to the strategic goals and objectives discussions?
- Do they receive support from the “C-level” branch personnel?
- Do the portfolio managers use quantitative or qualitative analysis to construct their portfolios? Or a mixture of both? Don’t know.
- How is the ideation process conducted to uncover new opportunities for PPPM portfolio level investments? How frequently is the process conducted?
- What is the process for determining the benefit / cost relationship of potential portfolio investments? Is it consistent, and equitably applied?
- How is funding applied to potential investments? Prioritization, key stakeholder, political?
- How are investments measured for execution and alignment with strategic goals / objectives?
- Why not?
Depending on your answers to the above questions, and looking back over the previous posts for the past 8-10 posts, you should be able to determine if you are effectively using the potential of your PPPM environment. Over the coming several posts, I will delve deeper into the actual activities an organization should consider when establishing or adjusting an existing PPPM environment.