Crawl, Walk, Run to PPM Value

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Crawl, Walk, Run to PPM Value
Projects@Work   (September 28, 2009)




How do you make the case for PPM and justify the expense? What are some common pitfalls in implementing or extending PPM across the enterprise? How much should an organization expect to “bend” to accommodate a new PPM solution? PowerSteering’s CEO shares his perspective on these and other issues.

Stephen Sharp is chairman and chief executive officer of PowerSteering Software, a provider of on-demand project portfolio management solutions for IT, new product development, Lean Six Sigma and other enterprise initiatives. Senior PPM executives at Clorox, the U.S. Department of Defense, Ingersoll-Rand, Merck, PolyOne, United Health Group and more than 140 other organizations use PowerSteering to improve executive visibility, strategy alignment and team productivity, and to drive strategy and accelerate results.

Sharp is charged with leading PowerSteering’s efforts in the evolving enterprise PPM market, and executing the company’s enterprise Software-as-a-Service (SaaS) strategy. Sharp also oversees all operations of the company, based in Cambridge, Mass. Sharp has a proven track record of building international high-technology businesses, with more than 20 years of senior executive leadership experience in management, strategic planning, sales, marketing, business development and services.



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