Projects play a critical role in the progress of a company. Their success can facilitate entry into new markets, implement cutting edge technologies, or activate long awaited operational assets. Conversely, their failure can stifle progress, aggravate timelines, disrupt strategies, or herald a firm’s disappearance altogether.
A company’s Chief Financial Officer (CFO) is faced with a multitude of challenges when considering the commercial and economic viability of the projects the company is undertaking. As not only the figurehead of corporate finance, but also the penultimate individual often borne with the burden of reporting success (or failure) of projects, it can be a stressful existence.
Compounded by volume and bandwidth limitations (an individual can only do so much), would it not be a relief to know that the company’s portfolio of projects is secure in its trajectory toward success and not failure? Certainly! There are many facets to ensuring that kind of outcome, but with the comprehensive approach of Portfolio Project Management (PPM), the daunting task of managing many unique projects becomes less daunting and more aligned with summary level oversight of the important function that projects play in a firms ongoing success and growth over time. With these outcomes in mind, employing any tools, techniques or tactics to alleviate the burden and facilitate easier management is no doubt a sound approach to steering what can be some of the most important endeavors a company may undertake.
Here are the top 5 benefits to adopting PPM as the firm’s approach to managing projects, from the perspective of the CFO:
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Topics: Aerospace & Defense, Energy, Utilities, Oil & Gas, Engineering & Construction, Technology, Project Portfolio Management (PPM), Deltek PPM, Oracle Primavera, Government & Public Sector, Microsoft EPM, forProject Technology, Healthcare, Finance & Insurance, Recent Articles
Michael has more than 15 years combined cost engineering, scheduling, earned value management, construction and project management experience across a broad spectrum of industry and business. He leverages his understanding and knowhow with confidence. His ascendant vision is derived from diverse familiarity with Nuclear, Environmental, Oil & Gas, Mission Critical Commercial & Industrial, Transportation, and Higher Education projects. As a volunteer, Mike harnesses a passion for education and utilizes creativity to promulgate the project controls discipline. He is an active non-profit board member and contributes regularly in professional society. He will often appear as a guest speaker within the community while conducting educational outreach.
Founded in 1993, Pinnacle provides a wide range of project management related professional services including management consulting, technology implementation & integration, and project support services. We have extensive experience implementing and optimizing enterprise-wide capabilities for Enterprise Project Management (EPM), Project Portfolio Management (PPM), and Earned Value Management (EVM).
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