1 / 8

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?.

ingrid
Télécharger la présentation

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

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  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

More Related