Business Imperatives
UMT360 solutions help clients address the key issues that are holding them back
Which business imperative keeps you awake at night? Let’s talk about how we can help your organization tackle these common challenges.

To keep pace with the demands for business transformation, PMO, IT, business and finance leaders need to adopt capabilities that help them address a wide variety of business imperatives. Some of the most challenging include:

Embrace the bi-modal reality

In order to effectively drive business transformation, today’s organizations must adjust to the reality that a combination of execution methods are used by teams with different work styles. Whether work is executed via traditional, agile or back-of-the-napkin approaches, the PMO must still be able to provide top-down governance and status reports across all work, while still empowering teams to work in their tool of choice. Providing a top-down, 360° view of all work is critical to truly align all execution with strategy in response to the mandate for business transformation, and enabled by:

  • Using traditional portfolio management techniques to gain the insight needed to manage all work
  • Seamlessly integrating critical information between agile environments and PPM and back-of-napkin work management tools
  • Unifying project and portfolio status reporting across all initiatives
  • Clearly understanding the impact of investment decisions on all resources
  • Providing executives with the insight they need across all work to make better business decisions

More effectively align execution with strategy

Deriving execution from strategy is still a challenge. A purely objective approach is required to ensure the right funding decisions are being made to drive your business forward. By systematically deriving execution from strategy, you can ultimately establish the right top-down planning controls to ensure you’re making the right decisions. It’s no longer enough to simply manage projects. PMOs have a mandate to help transform the business by leveraging tools and best practices that transcend simple project execution and actually help drive the transformation that will allow your enterprise to compete and thrive. To do this, you need to:

  • Clearly understand all of the various planning approaches – from project to program to capability-driven
  • More effectively assess, prioritize and optimize competing demand and identify potential redundancies
  • Unify top-down and bottom-up financial management to optimize costs and more effectively utilize resources
  • Right-size project and program governance controls

Adopt a more agile approach to planning

The set-it-and-forget-it approach to planning is no longer sufficient. Organizations must move from the rigid annual planning mindset to being able to dynamically adjust to realities on the ground. By proactively managing inflight portfolios while also considering impact of net-new initiatives on-the-fly, the organization can quickly gauge the economic impact of all investment decisions as they relate to enhancing the value of the entire portfolio. Taking the appropriate action in real time to adjust plans, reallocate funds, rebalance the portfolio and optimize spend can help maximize ROI from all strategic initiatives. Doing so requires the organization to:

  • Maintain a muti-year, transformational roadmap of all strategic investments
  • Provide steering committees with real-time insight on all investments
  • Effectively measure and communicate the impact that each decisions has on maximizing portfolio value
  • Bring both in-flight and proposed investments together under one roof and consistently assess
  • Understand the impact of every decision on resources and capacity planning
  • How the right metrics can drive more effective budget utilization (optimizing budget and maximizing value)

Become CFO of all portfolios

PMOs that have traditionally focused on execution must adopt a new mindset. They must now also treat each project as a strategic investment, integrating critical financial information (cost and benefits) across the life-cycle. It’s also essential to establish the proper business planning and controls needed to increase visibility, streamline budgeting, improve estimating, and properly track performance of enterprise investments across all project and program portfolios. Integrating these financial capabilities into PPM can help the organization:

  • Improve project and program estimating accuracy
  • Streamline budgeting and forecasting
  • Establish more effective processes to derive variances
  • Integrate with ERP and other critical systems of record to streamline the flow of critical data
  • Establish and manage a more robust process for financial change control

Orchestrate all investments across the enterprise

Projects and programs don’t exist in a vacuum. They are funded to drive change and help the organization respond to a mandate for transformation. So it’s critical to be able to connect and manage all investments, regardless of whether they are traditional projects and programs, technology, applications, products and services or even enterprise capabilities. Taken together, all of these portfolios represent the operating fabric of your company. With the right tools and processes in place, executives can easily align all execution with strategy and assess the performance of all portfolios, across the enterprise. Armed with the right capabilities, the organization can more effectively:

  • Manage cross-project/program dependencies across projects and programs and other enterprise portfolios
  • Visualize, understand and manage relationships between projects and programs and all of the enterprise portfolios they might impact
  • Automate and maintain strategic roadmaps to clearly understand how everything comes together
  • Establish and manage key milestones at any level in the portfolio hierarchy to manage project, program and other cross-portfolio dependencies
  • Clearly communicate and understand the cascading impact of all changes

Maximize resource utilization

Optimizing how resources are used is critical for your organization to fully realize its business strategy. Intelligent resource management is essential to help your organization maximize ROI and drive efficiencies to sustain the business and support future growth. Getting clear visibility across all systems in resource utilization is a major challenge. Simplifying resource estimating and forecasting and adopting best-practice resource management techniques is essential to help your organization more effectively utilize both top-down and bottom-up resource management capabilities.

  • Empower resource managers to allocate right resources to right projects
  • Provide modeling capabilities to help the organization dynamically assess impact of resource decisions
  • More effectively track actual work and performance and capture actuals
  • Automate the nightmare of capitalization reporting