EVOLUTION OF BPR

Unlocking the Value of CRM Enterprise Software - Part 2

Posted on the March 7th, 2008 under CRM, Change Management, Organizational Transformation by Gregory Yankelovich

This is continuation of the post published on March 4, 2008.

3. Manage a scope. Usually scope management is understood in a context of balancing the project’s budget, deadline and requirements. I would like to look at scope management in a context of program planning, rather than project management. Establishment of a linear and/or parallel set of projects delivering small sets of processes with limited functionality over short periods of time creates a more productive environment for the initiative to succeed.

Re: Can project portfolio management prevent IT train wrecks?

Posted on the March 7th, 2008 under Business Risk, Change Management by Gregory Yankelovich

In another excellent post Michael Krigsman interviews Jon Collins, Service Director at Freeform Dynamics, a UK-based analyst firm, and co-author of “The Technology Garden,”. In an interview, he described a few PPM success factors, one of each is:

Good program managers are hard to come by, but in my experience a high quality person at the helm can overcome poor organizational processes, whereas the best processes can fail if the person in charge doesn’t know how to steer the ship. One can become a slave to project metrics.

I could not agree more, but wonder why it is so rare these qualities are articulated in job requirements and advertisements. Even if HR starts by doing so, during interviews the conversation quickly slides to requirements for “hands-on” skills in technology du jour instead of leadership skills, thorough understanding of business process and economic values.