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Gaining Stakeholder Buy-in for Enterprise Project Management (EPM)

Gaining Stakeholder Buy-in for Enterprise Project Management (EPM). Janey Trowbridge Jtrowbridge@canalbc.com. Overview. What is EPM? Why EPM? Gaining buy-in from: Executive Management Middle Management Project Managers Performing Organization. What Is EPM?.

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Gaining Stakeholder Buy-in for Enterprise Project Management (EPM)

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  1. Gaining Stakeholder Buy-in for Enterprise Project Management (EPM) Janey Trowbridge Jtrowbridge@canalbc.com

  2. Overview • What is EPM? • Why EPM? • Gaining buy-in from: • Executive Management • Middle Management • Project Managers • Performing Organization

  3. What Is EPM? • Management of a web of simultaneous projects to meet organizational goals • Systematic process • Not just meeting Cost-Scope-Schedule-Quality requirements • Not just a PMO, methodology, training or tool • Not just for IT projects Based on Paul C. Dinsmore. Enterprise Project Management. New York: AMACOM. 1999.

  4. Why EPM? • Boosts productivity • Fattens the bottom line • Helps churn out products and services faster, cheaper and better • Reduces rework • Improves communication and coordination • Instills project players with team spirit and motivation Based on Paul Dinsmore. “Five Ways Not to Pitch Project Management in Your Organization.” PMNetwork 17:2 (February 2003) 60.

  5. Sources of Resistance: Perceives that EPM adds no value Doesn’t see connection between strategic goals and PM Strategies for PM: Tie EPM to their strategic interests Advocate for regular strategic planning/budgetingproject prioritization Demonstrate/communicate value through regular, relevant deliverables Educate in EPM and importance of effective portfolio management Solicit an executive sponsor for each project Gaining Buy-in fromExecutive Management

  6. Sources of Resistance: EPM will add more time to PMs’ job and little added value Subordinates will be away at training It’s another management fad Some of our bosses don’t support it Strategies: Demonstrate, communicate immediate results Involve them in development of EPM deliverables Involve them in design of EPM program for their PMs Solicit a project sponsor if appropriate Gaining Buy-in fromMiddle Management

  7. Sources of resistance: EPM is not immediately relevant to our jobs Some of our bosses don’t support it, so isn’t worth investing time in it Strategies: Find most effective relevant approach(es) to close Project Manager skill-knowledge gaps Don’t mandate use of PM methodology; foster peer pressure Establish PM career track Foster dialogue between Project Managers and their bosses Gaining Buy-in fromProject Managers

  8. Sources of resistance: Culture is not conducive to EPM “One size fits all” will not fit the organization’s needs Strategies: Design EPM initiative as a change project Find best tool to assess organizational culture and PM maturity Implement in small increments; check and review Advocate for customization of PM methodology Support Corporate and Area PMOs Conduct EPM activities across organizational units Develop “community” of PM practitioners Gaining Buy-in from the Performing Organization

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