Eyes Wide Open | ||||||||||||
 |
|
|
|
|
|
|
|
|
|
|
|
|
 |
||||||||||||
 |
[ Login/Subscribe ] | |||||||||||
 |
||||||||||||
 |
 |
 |
 |
 |
 |
 |
|
 |
||||
 |
||||||||||||
Features
Departments
Opinion
Executive
Resources
|
Home > Departments > Project Portfolio Management
AT&T program manager Dave Davis is a big fan of integrated portfolio management. But as a realist, he says companies and implementation project leaders should know more about the challenges they face before jumping in head first. Here, he expounds on 10 points to ponder.
As a program manager at telecommunications giant AT&T, Dave Davis is responsible for ensuring that all the projects in the eSales and Service division line up in support of the corporation's overall business goals. Gathering up some hard-earned lessons learned from his experiences in the trenches, Davis authored the insightful paper "10 Things To Ponder When Implementing An Integrated Portfolio Management Application." He expounded on his work recently in an exclusive interview with ProjectsAtWork.
1. You'll have to be an evangelist
There are "early adapters" within companies who will try new tools and adopt new processes readily. Others will complain about any kind of change. In dealings with the latter group, a project manager championing portfolio management applications will have to sell, soothe, hold hands and be flexible. "You're constantly selling portfolio management: To executives, project managers and customers alike," Davis says.
Please login/register to read the entire article.
| |||||||||||||||||
|
Privacy Policy Contact Us User Agreement