Critical reflection on Project Portfolio Management software
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== What is PPM software == | == What is PPM software == | ||
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== Business drivers for PPM software == | == Business drivers for PPM software == | ||
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| + | == Results from industry == | ||
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| − | + | == Pitfalls and limitations of PPM software == | |
== Recommendation == | == Recommendation == | ||
Revision as of 10:12, 14 November 2014
Contents |
Abstract
More and more senior managers have turned to the use of complex and sophisticated Project portfolio management (PPM) software, to help their business to survive and grow in an increasingly competitive environment. It is key that senior managers are able to manage their project pipeline effectively; so that it provides the business, the highest possible value at the lowest level of risk and at the same time fit the business strategy.
PPM Software developers such as Intel, Microsoft, Siemens and many others brand their PPM software as a leading solution and a Best practice tool able to solve almost any PPM management issue. However, after the implementation of such software systems many mangers fail to see the promised results emerge in their organization.
Articles such as (Cooper et al 2001) argues that the businesses that yields the best result from PPM, is the ones that focus their decisions on the strategic fit method. This is in deep contrast to the methods used by most PPM software. They rely solely on non-transparent algorithms designed optimize the financial benefits at a certain level of risk. This article will reflect on the difficult question, if all portfolio management decisions should or can be taken solely by PPM software or if important management aspects are forgotten in the process.
