Although there is general understanding of the importance of project management and methodology to the management of change, most organisations find it difficult to consistently apply, and mature, these capabilities. In the worst cases, this organisational difficulty manifests in internal processes and/or tool implementations that are not fit for purpose.
Most organisations are challenged by almost continuous change. Change is driven by external (customers, regulation, etc.) and internal (maintaining technology currency, product development, etc.) factors. At some point all organisations experience a substantive breakdown of the processes and/or tools used to facilitate project management resulting in significant real or potential business risk or exposure. HELP!!!
Inconsistent management information (metrics, success criteria, etc.)
Distributed information repositories
The Standish Group quantified the degree to which organizations are seriously challenged in performing project management. Successful Failed Challenged Challenged: Over time, over budget, and/or didn’t meet requirements. Failed: Project cancelled Project Success Rates Standish Group CHAOS Study 2004 51% 15%
Management Situation: Clients may determine the need for better execution when they experience one or more of the following:
Start a new planning cycle and find they do not have critical information or require tactical help in establishing budget and portfolio for next years plan.
Major project failures (cost overruns, late delivery, quality issues, etc.)
Sited for regulatory lapses
M&A driven change
Significant new work (new product launches, growth, other)
Structural Situation: Potential underlying structural situations which may be the cause of the above management situation or obstacles to moving forward, and which are particularly suited for the PMO Service Offering include:
Client has weak existing PMO and needs to quickly access where there are according to plan. (program risk and issues, common reporting against milestone progress, committed spend, etc.)
Client has no real Project Life Cycle conformity across executing projects and needs a portfolio view.
Client has no PMO, has many projects, and suspects they are out of control.
The usual answer is large scale Project Portfolio Management implementation…
This is fraught with concerns. Aside from the usually extended timeline, legitimate concerns exist around cost, potential process breakage, supplier integration, and the need to convince the client and stakeholders that the end-point is better than where there are and not just different. This has lead to BearingPoint’s unique delivery approach… Assessment Implementation
Faster time to benefit— built on an agile deployment methodology and not constrained by existing tools or process.
Leverages existing project data.
No up-front technology investment.
Focus existing staff on core missions.
Benefit for the Organization Establish portfolio alignment to business drivers. Maximum value to the business through consistent portfolio management. Easier and more accurate planning and management based on a more comprehensive, consistent, performance, risks/issues, benefits, and resources. Improved communications between project sponsors, stakeholders, managers and staff. On-demand availability of management information.