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Business Case Rationale for PPM
Several reasons exist to implement PPM. This list can help you identify pain points and gain the necessary support from the C-suite to begin a PPM program.
An ineffective match of project work to business goals. Project work should be undertaken only when it complies with standards set by the business for profitability, meeting strategic business goals, ROI and other quantifiable factors. Organizations need better guarantees that project efforts will result in the achievement of key business initiatives.
Project initiation is cumbersome and inconsistent. When projects are driven by a standard process and strategic long-term goals, they will immediately stabilize and flow more efficiently through their lifecycles. This is too often not the case in organizations today. In a shrinking economy, reducing waste may be vital to a company's survival.
Project measures and accountabilities are missing. Managers can be held accountable to project schedules and deliverables only when the proper measurement and reporting tools are present. Project performance expectations must be standardized and ingrained in the culture of the organization to be effective. Results will include better resource visibility and usage, cost efficiencies and a significant boost in IT's reputation.
Lack of quality, real-time data collection and reporting. Most organizations are unwilling to summon the effort required for performance measures to become meaningful. Managers can only be expected to make good judgments when they are afforded the benefit of clean and consistent data to measure their projects. Results will include not only quality, real-time management of projects, but a base of data for analysis and continual process improvement.
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