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Archive for the ‘project management’ tag

Key Issues Shaping IT Investment Strategies: Interesting Results from Recent Webcast Polls

Written by Mike Gruia on August 4th, 2014 at 1:23 pm

As the enterprise performance crisis pushes IT investments back to the top of IT leadership concerns, we ran three surveys aimed at understanding where the market is at with respect to IT investment strategies.

The questions, asked during the live webinar, Why Integrated IT Portfolio Management Matters, conducted on July 29th, 2014, focused on the key issues shaping today’s IT investment strategies.

The first poll asked about the factors contributing to an organizations struggles with respect to digital investment models. 37% of respondents believe that agile investment and resource allocation is key to the success of the IT investments. UMT360 believes this is one of most underused drivers of effective IT investments, and our research shows that high-performing organizations are more likely to focus on this area of investment management agility. But this agility isn’t possible without portfolio integration and financial maturity. Without this foundation, organizations will struggle to achieve the dynamic reallocation and optimization of investments.

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Adopting a Dual Investment System

Written by Ben Chamberlain on March 31st, 2014 at 2:31 pm

When it comes to aligning investments with company strategy, organizations need to take a hard look at their existing system for managing investments.  The current business operating system includes products and services, and capabilities such as processes and assets.  What’s needed is an additional investment system capable of addressing both rapid change and challenges created by competition.  The second investment system, comprised of an investment portfolio, will continually assess the business, industry and the organization and will react with greater agility, speed and creativity than the existing PPM process.

There are three main principles of this dual investment system:

  1. Two systems, one organization
    The business operating and enterprise investment systems must be inseparable with a constant flow of information and collaboration.
  2. Greater financial management
    Financial management must go beyond project management and accountability to a completion plan.
  3. Many moving parts, not just the project and its tasks
    To move more quickly and link the business operating and investment systems, you must have more people than ever before collaborating and involved in the strategic game change.

To learn more about the differences between a project and product-focus and the benefits of adopting a product-based approach, read UMT360 CEO Mike Gruia’s complimentary whitepaper Should You Shift from a Project to Product-Based Investment Approach now available here.

How often should you evaluate projects?

Written by Ben Chamberlain on October 28th, 2013 at 9:52 am

In a recent HBR article The Hidden Indicators of a Failing Project, author Gretchen Gavett explores why people are reluctant to bring up red flags during the course of a project.  On the list of How to Manage Big Projects Differently are “check and revise your business case regularly” and “monitor what’s not being spent.”  Those are two items that Con Edison’s Frank La Rocca has dealt with over the years as he’s worked to increase project success rates.  It meant having a discussion about how practical it really is to only evaluate projects annually.

In an October 30th webinar, Frank, who is the energy company’s Director of Business Improvement Services, discussed how instituting a “sweep process” allowed his organization to make changes that, in the end, translated into greater ROI.  How do you get started?  Check out Frank’s webinar – the recording is now available on UMT360 or by clicking here.  He looks at how dynamically reallocating project funds will help you optimize capital spend and increase your ROI.