issues with the existing process and measure the
negative e;ect on scope, budget, schedule, etc.
Once those issues are identi;ed and the improvements are implemented, those metrics should be
used to demonstrate to all stakeholders the value
of the change.
Before a portfolio manager can implement any process improvement, he or she has to understand the
root causes of the problem, says Mr. Datt.
Before he joined HERE earlier this year, Mr.
Datt was senior program and portfolio manager
for the global project management o;ce at telecom Motorola Solutions, where he led roadmap
and scenario planning and large infrastructure
projects. In that role, he found a lot of variance in
cycle time at the front end of the projects in his
portfolio. But rather than immediately rolling out
changes and new processes, he set aside time to
understand the variance on the projects and ;gure
out where the bottlenecks were forming. He spent
several months establishing a baseline, interviewing stakeholders and analyzing data from past
projects to identify problems.
project and embraced by everyone involved
or it won’t work, says Adriano Gomes Cesar,
PMP, who recently worked as portfolio manager for Stefanini, an IT solutions and infrastructure outsourcing company in São Paulo,
Brazil. “It’s not easy to change a process that people
are accustomed to doing over and over again,” he says.
;e payo; for adoption across the portfolio is
potentially huge, however. PMI’s 2014 Pulse of the
Profession® found that 45 percent of high-perform-ing organizations—those that successfully complete
at least eight in 10 of their projects—reported using
standardized practices throughout the organization,
compared to only 15 percent of low performers—
those that successfully complete no more than six
in 10 projects.
Earning stakeholder buy-in goes hand in hand
with demonstrating the bene;ts of process improvement. To get the former, portfolio managers must
leverage the latter.
“People are not going to change the way they do
things if they don’t know why they are doing it,”
Mr. Cesar says. Establishing that “why” is a two-part
process, he says.
First, portfolio managers should identify the
ager for Stefanini, an IT solutions and infrastructure outsourcing company in São Paulo,
“It’s not easy to
change a process
that people are
doing over and
—Adriano Gomes Cesar, PMP