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Building the Process Foundation for EPPM Tools
Rarely do organizations have any of the second level processes in place unless they developed them to work with a prior vendor’s EPPM tool, and the company is simply dropping it in favor of another vendor’s product. That means in most cases that they have to be created as part of the tool implementa
The Process Side of EPPM Tool Implementations
This blog was updated June 2025. While organizational change issues are, in my opinion, the most significant component of an EPPM tool implementation, the process issues are a close second. By process, I mean at two levels: First level process The overall project and portfolio management discipli
Don't Forget to Manage the Organizational Change that EPPM Tools Create
This blog was updated June 2025. Not to sound like a broken record, let me just repeat (and repeat) that organizational change management (OCM) activities should be injected into every EPPM tool implementation. In parallel with the vendor selection process, conduct an organizational change readines
Don’t Be a “Fool with a Tool”: Lessons Learned from the EPPM Tool Trenches
PC-based project management software tools arrived on the scene in the early to mid-1980s; the first ones had crude graphics and reporting that was limited by today’s standards. The real value-add was the relational database network used to track a project schedule. For the first time, project manag
One Size PMO Does NOT Fit All
This blog was updated May 2025 A good deal has been written about Project Management Offices (PMOs) in terms of the services they provide and the associated governance structures that go with them. I’ve seen the suggested types of PMOs range from as few as three to as many as twelve in my travels.