Next, clarify and confirm your business outcomes.
See Detail your business outcomes.
Then:
The overall approach
- Support a programme / portfolio (clustering) approach to project management.
- Make project management accessible to all staff working on and managing projects.
- Support projects as decision support mechanisms. This means providing features to support decision-making around aspects such as business cases, scheduling, resource management, and issue and risk management.
Emerging business themes
- Organisations are committed to moving away from silo management and recognise that projects no longer exist in isolation of those around them.
- Organisations in the early stages of implementing a portfolio/project management regime are looking for greater consistency in project management.
- Most organisations have existing project management information but there is no one management approach nor single source of information.
- Projects now tend to be serviced from a single enterprise resource pool.
- An inability to effectively prioritise work means staff are often overloaded.
- An inability to effectively prioritise and see enterprise initiatives leads to uncertainty about investment decisions.
Basic building blocks
- A project management approach that supports project managers and staff with differing levels of skill and experience.
- A consistent project management framework for projects of all types.
- A portfolio approach which allows project clustering across the enterprise, and ensures complete visibility of effort
- Ownership and active sponsorship of work at enterprise and project levels.
- Supporting a "just-right" process and methodology model rather than adding redundant process.
