For years, organizations have been working to gain control over their projects. They’ve collectively spent hundreds of millions of dollars and countless person-hours establishing methodologies, developing standards and metrics and implementing complicated software. Yet despite the effort and resources invested in improving project management (PM), we’re no closer to controlling the resulting projects.
What Went Wrong?
The problem becomes apparent when people in the organization wonder why they never really adopted the Project Portfolio Management (PPM) software they bought and the standards it supports. Much of this is because the cultural change that drives project management (PM) adoption and maturation has been under-managed. Without carefully managing the cultural change required to make PPM a success, the organization can’t build its PM capabilities, nor execute those critical projects that move it toward its vision or “future state.”
Effective change management also drives adoption of the supporting PPM software. PPM software is the steel beam that rests upon the foundation of your methodology and execution standards, and even if the foundation is strong, the building collapses if the beams fall down. What are the roadblocks organizations face in ensuring their PPM solutions are actually adopted?
PPM initiatives fail largely for four interrelated reasons…
Read more at: Project Times