PPM! Manage Your Organization Masterfully with Project Portfolio Management

By Chris Garibaldi

Project Portfolio Management (PPM) provides the ability to significantly reduce cost, increase delivery efficiency, save revenue for other investments, and more effectively employ the organization’s workforce to strategically aligned initiatives. Deloitte Consulting LLP’s PPM strategy team provides insights for technology and business leaders to better deliver for their respective businesses using PPM. PPM provides direct visibility into a leader’s organization, thus providing the information required to lead and make decisions authoritatively. It can be applied to many industries at varying levels of organizational maturity. By focusing on people first, then on process—and viewing technology as an enabler—you can use PPM to guide your business to maturity. If applied effectively, PPM helps one masterfully command his or her organization. Clearly stated and supported by real world examples, this guidebook helps leaders wield the power of PPM!

• Language: English
• Publisher: Lulu Publishing Services
• Release date: Jul 10, 2015
• ISBN: 9781483435039

Book preview

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PPM!

Manage Your Organization Masterfully with Project Portfolio Management

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Chris Garibaldi

Jason Magill

Matthew Ku

Michael Ravin

with Maurice Ducoing

and Christopher Martin

Copyright © 2015 Deloitte Development, LLC

All rights reserved. No part of this book may be reproduced, stored, or transmitted by any means—whether auditory, graphic, mechanical, or electronic—without written permission of both publisher and author, except in the case of brief excerpts used in critical articles and reviews. Unauthorized reproduction of any part of this work is illegal and is punishable by law.

ISBN: 978-1-4834-2913-7 (sc)

ISBN: 978-1-4834-3503-9 (e)

Library of Congress Control Number: 2015937725

Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.

As used in this document, Deloitte means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

This publication contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this publication, rendering business, financial, investment, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this publication.

Lulu Publishing Services rev. date: 07/07/2015

Contents

Introduction

Chapter 1: The Value of Project Portfolio Management (PPM)

Chapter 2: PPM Defined

Chapter 3: PPM Maturity

The Journey to PPM Maturity

Assessment Output

Chapter 4: PPM Transformation

People

Process

Technology

Common Challenges with PPM Adoption

Chapter 5: PPM Implementation

Implementation Project Leadership and Sponsorship Team

Implementation Work Plan

Organizational Change

Process and Functional Thread

Deep Technical Thread

Chapter 6: PPM Technology

PPM Technology Selection and Considerations

PPM Software Types

Chapter 7: PPM’s Future

Acknowledgments

About the Authors

Deloitte Consulting LLP authors

Other contributors

Introduction

From Chris Garibaldi, Deloitte’s Project Portfolio Management (PPM) practice leader and founder.

I love fear.

More than any other emotion, fear has been there for me when I needed it.

When I was 12, I started my first job bussing tables at my uncle’s restaurant. I was petrified. At the time, I did not deal well with strangers or the unknown. Intimidated by the salty cooks and experienced wait staff, I felt one wrong move would let my family down. I was socially awkward and lacked confidence.

So, on my first day of work, nearly petrified by fear, I charged ahead — I read the room, worked hard, and learned at lightning speed. Presented with the options of fight or flight, I fought through the fear and flew above the situation. As I soared 20,000 feet above the chaos of the dinner rush, I could see for miles. I was not omniscient, but I was far from blind, and the unknown quickly became the known. I realized that fear fueled my need to learn and that the more I learned, the less I had to fear. Plenty of things could go wrong, but I could see the issues coming and I knew how to deal with them. I worked hard to become the best busboy in the whole restaurant — the busboy the wait staff wanted to work with — and my uncle was proud of me.

Fear inspired me to learn. Knowledge gave me command of my situation. Command, even in the humblest of roles, made me renown. The wait staff sought me out, which put me in position for