German Companies have discovered efficient project management’s value. But what is often less considered yet by the corporate leaders is the right mix of the many single projects.
In Computerwoche’s issue of 12. June 2012 the authors Marcus Berger (Director EMM Consulting) and Dr. Thomas Henkelmann (Director Consulting Sevices, TPG The Project Group, München) write about Project Portfolio Management (PPM) and the pitfalls which come up for companies without a structured PPM. The article is in German.
I discovered again how small the PM world can be when I had a talk with a friend, a senior programme manager these days about an implementation of a Corporate Project Governance to support and ensure strategic alignment of all corporate invests (= projects and programmes). Focus topics were
- the elaborated drill down of strategic and tactical corporate goals to “measurable” benefits and connected KPIs, formulated in project objectives,
- development of a corporate Balanced Scorecard for the projects in the pipeline aligned to these corporate goals/ benefits,
- and the definition of adequate processes, including helpful templates, to make this project and programme toplogy governance reasonably manageable.
In short: we puzzled our heads over lived programme and portfolio management, and resumed (once more) that “usual project management” gets to its limit soon here. Well, it is an own league…
Learn more about the topic at http://www.pm-professionals.eu/?page_id=57