Real Mature

As economic pressures eroded profit margins and decimated departmental budgets from coast to coast, project portfolio management remained a bright spot. Analysts recorded a flood of inquiries and speculated the overall project solutions market could reach as high as $6.5 billion by 2010.

Driving the boom was company after company discovering that when every cent counted, not knowing what projects helped or hurt the bottom line was not only clueless, but dangerous.

But in the rush to adopt the latest PPM software offering, the interplay between PPM and business maturity was sometimes lost in the shuffle. One Forrester survey found that a full 70 percent of responding companies that had adopted PPM had either immature or nonexistent actual portfolio management practices.

So would the software magically give them what they needed to make sophisticated portfolio assessments?

Forrester analyst Margo Visitacion doubted as much in one opinion piece, saying, "With such levels of immaturity, implementing tools without services will provide little more than a glorified inventory."

She went on to say less-mature companies looking to define processes and create repeatable and measurable practices the right way would increasingly turn to both PPM vendors and outside consulting firms to help deliver the greatest bang for their buck.

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