Voices THE PORTFOLIO TRACK
26 PM NETWORK NOVEMBER 2016 WWW.PMI.ORG
Teresa ( Terri) Knudson, PMP, PgMP, PfMP, is the di-
rector of the enterprise portfolio management office
at the Mayo Clinic, Rochester, Minnesota, USA. She
can be reached at firstname.lastname@example.org.
Here’s what I know from experi- ence: Implementing and matur- ing project portfolio management (PPM) practices throughout an organization isn’t easy. It’s
a long, strange trip with detours and occasional
dead ends—demanding a combination of passion,
patience and persistence.
As my team and I worked to build my orga-
nization’s PPM capabilities during the last few
years, we have encountered roadblocks: leadership
changes, new organizational models, and limited
funds and resources to develop PPM functions. I
must confess: There were moments when I needed
to pause and confirm to myself that I truly had
enough commitment to PPM. Fortunately, mem-
bers of PMI and other organizations were willing
to share their expertise to help guide me forward.
Being part of a larger PPM community definitely
re-energized me to continue.
By engaging with internal and external partners
who also had a vision for PPM, I found ways to
maintain steady progress. We pushed for increasing utilization of PPM by people and areas across
the organization that recognized its value. Concurrent with this, we expanded the functionality
for those areas ready for more intermediate and
advanced features of PPM. This has involved many
internal partnerships with large departments such
as IT, finance and various clinical areas.
As with any change, we encountered resistance
and implementation problems. For every step
backward, however, there were multiple steps forward. As our progress continued, slowly but surely,
leaders from various parts of the organization saw
the value in PPM in successfully executing strategic initiatives and have come aboard with us on
our voyage down the enterprise PPM road.
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The excitement of these new partners was invaluable. As they discovered how PPM could improve
the business management of their areas, they
injected fresh energy, ideas and resources into the
overall PPM implementation process.
A remarkable thing occurred as we progressed:
The organization’s executive leadership recognized
PPM as a core part of the organization’s business
infrastructure—especially for managing our current challenging business environment. PPM is
now in place from top to bottom; project managers
and project team members regularly incorporate
PPM principles into their work. Organizational
leaders expect that enterprise PPM practices will
be followed to ensure project success.
Today we’re excited to be working with a dozen
large enterprise departments to implement PPM
best practices. Our journey continues, but the ride is
getting smoother. And our destination is in sight. PM
The Long and
The journey to mature portfolio management
practices is bumpy—but worth it.
By Teresa (Terri) Knudson, PMP, PgMP, PfMP