Benefits and Uses of PPM and PMO

Just as there are benefits to implementing a successful Project Portfolio Management (PPM) and Program Management Office (PMO) strategy, there are also consequences faced by those organizations who fail to do so. Perhaps the biggest and most problematic result is that the executive team loses control of how its mix of project impacts the business.

Topics included in this whitepaper:

  • The role and goals of PPM
  • The role and goals of the PMO
  • Five major benefits of a coordinated strategy
  • How the right PPM/PMO strategy drives business impact
  • How to measure PPM and PMO success

Introduction

Just as there are benefits to implementing a successful Project Portfolio Management (PPM) and Program Management Office (PMO) strategy, there are also consequences faced by those organizations who fail to do so. Perhaps the biggest and most problematic result is that the executive team loses control of how its mix of projects impacts the business in areas like:

  • Reluctance to kill projects
  • Wrong mix of projects
  • Poor strategic alignment
  • Resources that are thinly spread
  • Project execution suffers

Poor performance in this area can have further negative impact on the business as the executive team becomes reluctant to provide the people, financial and technological resources necessary to fi x these issues. Internal politics and culture can become large barriers to adoption and business managers fight to make sure their own projects are not shifted in priority based on data that can’t be trusted.

The problems with an ineffective strategy aren’t just at the top. Program and project teams may resist the adoption of a common approach to managing projects, reporting progress and constructing business cases, especially when they lack a basic knowledge of what constitutes an effective program.

Fortunately, a thoughtful and coordinated PPM and PMO strategy can be used to overcome these challenges and get your organization on the right track.

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