Today we announced our top five predictions for project portfolio management in 2012. The role of the PMO has become more critical than ever in supporting strategic business priorities. Success depends on a combination of best practices, executive support and tools that provide visibility into project and portfolio execution.
Daptiv’s top five predictions are:
- Businesses adapt to the ‘New Normal’ of business uncertainty.As we move into 2012, businesses are facing a new wave of uncertainty and PMOs – a trusted advisor in the enterprise – must lead the way to enable intelligent investments and cost optimization. This requires PMO leaders to be part coach, part mentor, part facilitator, and most of all lead with the right focus. Gartner states that by 2016, half of CIO new project spending should be directed towards measurably improving enterprise financial conditions. This reinforces the importance of PMO leaders to partner with and provide C-Level executives with the right project intake process to pick investments that will align with this strategic imperative.
- More Enterprise Project Management Offices (EPMOs) will be incubated in IT.Business disciplines such as strategic portfolio planning, project selection and portfolio measurement that have been perfected in IT will be expanded to prioritize and fund strategic initiatives that span both business units and IT departments. CIOs that play an important role in shaping business strategy, and that are well-respected by the CEO, will now see the EPMO reporting to them, rather than under the traditional reporting structure of the CEO, CFO or COO.
- Discussion of “Project” and “Project Portfolio” gives way to “Program,” “Product,” “Application,” and “Service.”PPM tools are being more broadly used for managing business beyond projects. In 2012, more organizations will take a holistic view of their business by using PPM tools to manage end-to-end service portfolios, product delivery, application lifecycle management, and change management programs.
- PMOs will evolve from being tactical, support-based organizations to become a strategic player within the enterprise.To remain relevant, PMOs must prove their worth through integrated planning, consistent metrics for performance, flexible and adaptable methodology frameworks, and accountability for results. In exchange, they will be seen as champions of increased productivity, visibility and community support. Strategic PMOs garner strong organizational support and implement best practices such as collaboration with PMO training, consistent use of PPM tools across the enterprise, portfolio management alignment and involving project managers with the departments or groups they serve.
- Agile project management gains momentum.In a recent survey completed by Forrester Research and Dr. Dobbs , 35 percent of respondents stated that agile most closely reflects their development process, a number that increases to 45 percent if you include other iterative approaches. The rise of agile development practices is driving many benefits to organizations by creating a culture of continuous feedback and a focus on delivering high quality software that meets business needs. Although some executive concerns exist around agile development, it should not deter PMOs and executives from encouraging agile adoption in their organizations. While agile methods may appear to clash with traditional project management approaches, many organizations are benefiting from a combined approach to achieve the best of both worlds. In 2012, innovative PPM leaders will develop PPM frameworks that apply to both agile and traditional projects to enable executives to get visibility into project status, regardless of the delivery method.