A structured approach to project portfolio management is undoubtedly valuable to managing a growing list of projects and keeping them on track and on target. However, if critical information flows with other departments are not enabled, PPM can become a silo full of incomplete, or worse, inaccurate information. This can lead to bottlenecks, blind spots and ineffective decision-making both for the project team and executive stakeholders.
How can a PPM organization avoid becoming a silo? The answer lies in taking an integrated, holistic approach to its PPM practice. Taking such an approach will make the difference between delivering suboptimal outcomes and acting as a