You don’t need to look far to find examples of underperforming or failed Enterprise Project Management (EPM), Project Portfolio Management (PPM) and Earned Value Management (EVM) Systems. Studies show that 30-40% of senior management view their current Enterprise Project Management as being unsuccessful, or not delivering the expected Return on Investment.
There are a number of factors that contribute to this and we have listed 7 of the most common problem areas. Some of these we have broken down into different contributing areas. For all of them we have provided tips on how to resolve these issues and get more out of your EPM, PPM and EVM solution.
This is one of the most common implementation shortfalls. You need to determine what is really keeping end users from adopting your Project Management or Portfolio Management solution. Many of the contributing factors are covered below. We’ll focus on two likely and basic reasons that people don’t adopt a new system.
This can leave users stranded trying to figure out how they should do their job using the new tool, which can lead to a great deal of frustration and resistance. As a result, they may revert to other tools and techniques they were using before the implementation. Solutions for this are to:
“One size fits all” solutions often don’t work across departmental boundaries or across different sites and locations. You can build an Enterprise solution and still support site-specific or department-specific localizations.
Often Project Management systems are implemented using what we describe as a little “s” approach. These are typically run as software implementations and not cultural change or adoption efforts. To get to a Big “S” implementation, you need to implement and gain Adoption for a solution that encompasses processes, tools, work products and measurable successes. Consider the following:
There are many problems that can cause this, and there are a variety of techniques to resolve it.
This is a typical reason that sponsorship is lacking or might disappear. You may need to build a business case to re-invigorate their interest. Express your gains or potential shortfalls in terms that Executives respect and understand. These need to be very specific to your business. Some examples might be:
A great source of insight into solving this problem is Executive Management or Senior Management folks who are sympathetic to your cause and are willing to mentor your team.
Tough one. Our own experience has shown us many EPM efforts fail because a new management team moves in and doesn’t recognize the value of the solution. Be prepared with real numbers showing cost savings, improved productivity etc. Hopefully you are so tightly integrated with the rest of the Enterprise functions that killing off your Project Management implementation is not possible. See the next section below about integrating from an Enterprise perspective.
You might not have implemented with an integrated Enterprise perspective. Many EPM and PPM implementations are done with a parochial or narrow view. You need to see where you can tie into the other major organizational processes and integrate with them.
Promote your successes. Publish your gains. Make your information visible to senior management. Some techniques we see are:
When EPM and some PPM systems are implemented they often only take on new projects. This may leave you with a considerable backlog of projects that were initiated under the old rules. Consider a Portfolio Scrubbing.
You may just need to illustrate to management the impacts of their decision changes. Unfortunately this is often caused by power struggles at levels that the Project Management community just can’t get to.
Your real issue might be user adoption and, potentially, lack of executive sponsorship. Blaming the Project Management software is often caused by implementation issues, especially the exclusion of groups or roles during implementation.
Topics: Aerospace & Defense, Energy, Utilities, Oil & Gas, Biotechnology, Engineering, Procurement, Construction Management, Enterprise Project Management, Earned Value Management, Enterprise Project Controls, Integrated Program Management, Information Technology, Project Portfolio Management, Deltek IPM, Hexagon PPM EcoSys, Oracle Primavera, Government & Public Sector, Training, Microsoft PPM, forProject EVMS
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Founded in 1993, Pinnacle provides a wide range of professional services through 4 primary service lines: Management Consulting, Technology Systems Implementation, Training & Education, Functional Fulfillment. We have extensive experience implementing and optimizing enterprise-wide capabilities in all Project Management related practices.
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