Loading ...Re: Can project portfolio management prevent IT train wrecks?
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.
There are many excellent blogs and other resources on the Internet which explore methodologies and Best Practices for business process re-engineering, project management, systems implementation, software engineering, and change management. However I could not find much help with unlocking value of integrated utilization of these disciplines to facilitate Organizational Transformation. In this blog I would like to focus on this subject. I would like to stress that this is not an academic inquiry, but a practitioner's desire to discuss and share practical business knowledge and Best Practices. Let's see how it evolves - "Every brilliant idea quickly degenerates into a lot of hard work" - Peter Drucker.