Project Portfolio Management, IT Financial Management Blog

You’re driven to deliver results – we are too

Results matter and PPM helps organizations drive results for many of our customers.   If you remember our Happy Valentine’s Day message about results and ROI, you learned more about the impact of PPM in very detailed terms for one customer.


In partnership with Tech Validate, we recently completed a study of a number PPM customers – and again very happy to share what they told us.   When we asked them to estimate the improvements in Project and Program Management, they consistently reported a very positive impact. 


As you can see in the chart below, the use of PPM had a very real impact on project delivery processes and project success.





Also, here’s a short excerpt from one of the participants in the study:




If you’re interested in HP PPM, you can follow us at the HP PPM Blog  or even follow us @HPPPM on Twitter

Tags: PPM| Results| ROI
Labels: PPM ROI

Happy Valentine’s Day. We Love Results. What about you?

There was a television commercial a few years ago that poked fun at software sales people who pushed their software, even though the customer didn't need or want any software.     When you make a major investment in a software product…for that matter, any product, you want to get results.    We recently finished a review of a customer’s implementation and boy, did they get results.

Labels: PPM ROI

Why Upgrade? What's the value?

By Jason Waugh, HP Professional Services WW Strategy & Solutions 

Over the past few years I've found that organizations generally embark on project and portfolio management (PPM) tool upgrades without much justification or business case analysis, basing their upgrade primarily on new features, enhancements and extended support.  Then around a year ago, I noticed that organizations were starting to ask "Why Upgrade?  What's the value?"  Business cases were required and the organization was tasked with demonstrating sufficient value to offset the costs of the project (internal resources, consulting, training, etc).

This opened up the question of how to measure the value of these new PPM upgrades compared to older versions?  We asked ourselves the same question and developed an upgrade ROI calculator for HP PPM Center upgrades.  The tool is based on a model that looks at the PPM Center user base, the importance and relevance of each new feature to an organization, and typical tasks handled by different groups of users.  This model generates the expected quantitative benefits with the new version against what is not available in the old version.  This helps companies calculate ROI, expected payback period, and understand areas of greatest impact.

The PPM Center upgrade ROI calculator tool has been launched, and we'd be happy to work with you on using it as you secure funding for PPM Center upgrade projects.  Right now I know that many customers are on the PPM Center 7.1 or 7.5 platforms and looking to upgrade to PPM Center 8.0.  If you're interested in the tool and would like to use it, please contact me.


Enterprise level Project and Portfolio Management: Tips for Success

By Susan O’Connor, Sr. Product Marketing Manager 

Recently I was asked by Keith Casey of to discuss how to ensure a successful roll-out of an enterprise project and portfolio management (PPM) solution.  Below are five key considerations to ensure your initial non-IT PPM implementation can lead to long-term success.   In addition, do download the Forrester Wave™: Project Portfolio Management, Q4 2009 to read how HP is a leader in both IT-and Business-Driven Project Portfolio Management.  

  1. The ultimate long-term relationship:  Secure and maintain executive management support: To gain and sustain project momentum, executives must support the automation of project and portfolio management processes that span multiple business units.

  •  Enterprise projects cross organizational boundaries and touch multiple levels within each business unit.  To keep support from end users, it is critical to understand the value of working with the project and portfolio management (PPM) system.  Executive support and reliance on data from PPM systems quickly and clearly communicates business value.        

  • The most successful customers invariably have had strong C-Level support and engagement. Conversely, those that do not have such support often experience implementations that tend to falter or take longer time to deliver value.

2.  See the forest and the trees:  Gain visibility into the entire corporate project portfolio: Real-time visibility helps you understand how project investments are aligned with corporate goals .

  •  Knowing which projects will add value to the business -- and which will not -- is a quick way to achieve rapid return on investment. The Gantry Group 2008 Benchmark Study of PPM users demonstrated that in just one year, firms that canceled non-strategic projects saved nearly eight percent of their annual IT budget. 

  •  Visibility into the entire portfolio helps show project dependencies and adapt projects and resources when business conditions change.  This ultimately keeps projects on time and on budget. 

3. Standards are your friend:  Implement and automate standard project methodologies: If your organization is going to rely on the information gathered by a PPM system, then likewise, you need to ensure that the data is reliable and credible.

  •  Implementing standard project methodologies will provide much needed consistency to data capture, aggregation and reporting.

  • You can greatly increase project manager productivity by implementing standard project management practices across the organization. Doing so eliminates the need to manually aggregate information from multiple, disparate sources. The Gantry Group 2008 Benchmark Study of PPM users revealed that automating standard project and portfolio management practices decreased time spent generating status reports by more than 30 percent after just one year.

 4.        Keep it simple:  Don’t over engineer your processes!

  • Focus on automating process areas that will deliver the greatest initial value. Stay committed to process simplicity – because this focus will make it easier to implement and adopt a PPM system.  

  •  You need early wins. If you over engineer your processes or try to push the organization past its maturity level, users will abandon.  Again, stick to automating a process that will fix a known organizational pain point – in as few steps as possible. 

5.   Rise and shine:  Measure and communicate (early and often):   Set benchmarks that will show your business executives that the solution is delivering benefits. Remember:  you cannot over-communicate success in the early adoption stages.

  • Determine a metric you’d like to improve. For example, pick improved project timeliness or increased project manager productivity – and make a point of capturing information so that you can report on it to management at intervals that make sense for you. 

  • Establish regular communications with your management team, using real-time reports and dashboards. Use the information as the basis for decision-making. Doing so will help build your credibility, while keeping people informed and discussions more focused on facts and less on emotion.


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About the Author(s)
  • Brian is a Product Marketing Manager for Application Development Management Solutions with and previously for Project and Application Portfolio Management, with extensive experience in presales and implementation roles.
  • This account is for guest bloggers. The blog post will identify the blogger.
  • I help IT leaders to understand how well IT is performing from a business perspective.
  • Evangelist for IT Financial Management (ITFM), IT Governance and IT Portfolio Management, consulting IT organisations for Close to 15 years on principles of good governance.
  • WW Sr Product Marketing Manager for HP ITPS VP of Apps & HP Load Runner
  • Vesna is the senior product marketing manager at HP Software. She has been with HP for 13 years in R&D, product management and product marketing. At HP she is responsible for go to market and enablement of the HP IT Performance Suite products.
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