Six Things That a Project Portfolio Manager Should Avoid

Project portfolio management is no rocket science, follow some tried and tested norms and principles and you can be sure that it is in the right path. Similarly, the PPM rulebook also has common mistakes that you can avoid.

1. Starting with the PPM tool

Always start by noting the requirements and refining your processes, and then pick a PPM tool. While there are top of the class PPM tools in the market, each vendor solution has its pros and cons. You want to pick a PPM tool whose cons do not noticeably impact your process, and the one way to do that is to be sure about what your process and requirements are first.

2. Sudden implementation of change

As much as you would want to implement a successful PPM solution right away, you should understand that it is unrealistic to expect it to happen overnight. You should frame your implementation strategy depending on your PPM maturity, in little steps, even if the adoption is a little slow. A sudden implementation may be shake things up and overwhelm employees doing more damage than good.

3. Employing ill-fitting processes

Design a process that works and shows results, and not just something that looks good in theory. While you are on it, do not make processes complex; keep it simple so the team can easily adopt them. If the process is not fairly simple to understand, train the team members so the transition to the new process is smooth.

4. Not showing feedback or results

While setting realistic goals is important, so is communicating with the team when targets are met or results are achieved. In fact, it is a crucial step in ensuring that the project members are motivated in the project. Knowing that the project is generating results will motivate team members and give them the sign that the project is on track.

5. Insisting on project managers to sit together rather than the associated teams

When you have an arrangement where all the project managers sit together, it may hep them manage project dependencies better, but it stops at that and does not add any other logical value to the projects. Instead, if you had an arrangement where the project managers sit with the team, it would create a more conducive environment for the project to move forward, whether it is due to the easy communication or the enhanced dynamics.

6. No facilitating easy communication or hierarchy

If there are multiple levels of hierarchy that team members should get through to even clear the slightest of doubts, chances are they will not come up. Team members who are new or regularly need direction should know and have someone to approach to clear their queries. Yes, that means any other local champion in the team other than the project manager.

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