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Home > Departments > PMO/EPM
Chain-of-command management structures often create silos of information, turf battles, goal "fizzle" and a host of other barriers to effective project portfolio management. There is no quick fix, but the big-picture goal should be to institutionalize collaboration, linking project performance with organizational performance.
This is the second article in a series on how the discipline of project portfolio management can help organizations better manage innovation and change in pursuit of their strategic vision.
At the heart of the project portfolio management challenge is the fact that in most organizations there is no owner for institutionalizing the connection between project portfolio performance and organizational performance. Groups with titles such as Project Management Center of Excellence or Project Management Office may be charged with improving how organizations collaborate across the entire portfolio. They may implement project methodologies, resource management and reporting standards. But all too often these groups are not established and staffed in such a way that their true impact can be realized.
Organizations must learn a new way of creating formulas for collaboration across boundaries and departmental turf.
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