The Challenge
![Project and Portfolio Management [PPM]](imgs/gestoes/fr_projetos.gif)
One of the common problems faced by project-oriented organizations is having too many projects relative to their capacity.
Identifying the total number of active projects and their status within the company portfolio is difficult or cumbersome. Most of the time, resource allocation is either performed ad hoc, or in an inefficient and imprecise manner.
Capturing and accurately allocating project costs, especially internal labor, is sometimes not even attempted due to difficulties in user adoption. For many organizations, project, program and portfolio reporting is manually intensive, delayed and subject to error.
Collaboration among project team members is often ad hoc and usually involves unstructured management of issues, risks, action items and document review processes. Project management practices are often not utilized consistently across an organization, and program tracking often involves labor intensive, manual roll-up efforts.
Organizations often identify numerous project ideas, but fail to capture project information in a central location and complete the necessary business cases for each project. In some organizations, projects are selected without a clearly defined analysis process or selection criteria.
Organizations are also looking for solutions to optimize their project portfolio management processes, but a lack of integration of project information can impede the ability to properly analyze the entire project portfolio. This also presents a problem for IT departments, which are often tasked with the time-consuming effort of gathering and rolling up data for reporting purposes.
Managing the above challenges requires project management capabilities that simply cannot be supported by pen and paper or first-generation software tools. Innovative project management solutions must be able to encompass all project team members and automate multiple critical management tasks. They also must provide analytical and alerting capabilities to identify problems before they impact margins and customer satisfaction.
Project Portfolio Management (PPM) is a key management function that requires disciplined effort to ensure success. To be effective, project managers must be able to continuously monitor projects, portfolios and programs to ensure that several key actions are taken. They need a tool that enables them to ensure that strategic investments are in alignment with corporate priorities, delivery is on time and on budget, and what is delivered meets required needs and specifications.
THE SOLUTION
ISOSYSTEM Project Management provides both business and technical managers with the visibility and control they need to effectively manage projects, portfolios, and programs. It centralizes data for analysis and reporting and automates the capture of project data to minimize errors. Standard, re-usable process templates and work products help project managers create consistently higher quality project plans, which in turn, allows them to generate project best practices that can be repeated again and again.
In essence, ISOSYTEM allows you to manage a portfolio of projects much as you would manage a portfolio of any diverse investment, such as stocks, bonds, real estate, etc. By maintaining a balanced project portfolio, you can reduce the risks of individual projects and produce an overall higher rate of return.
ISOSYSTEM allows corporate executives and managers to proactively monitor their project portfolios for alignment with business objectives and planned costs and schedules. They can then regularly review entire portfolios, spread resources appropriately and adjust projects to produce the highest departmental returns. ISOSYSTEM also allows them to identify project risks and quickly address them.
Most important, ISOSYSTEM is broadly consistent with international standards, such as ISO 9000, ISO/TS 16949, ISO 20000 [ITIL], PMBOK, COBIT, FDA, CMMI, BSC, among others.
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