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.10.3.5 SummaryBefore a program or project is funded, it goes through an approvalprocess first as a technical idea and then as a business initiative.The sooner guidance can be provided to business initiatives, thebetter their chances of success.The IT PMO first provides assis-tance to an initiative by listing the potential risks for the businesscase writer.Then, after the IT PMO develops an initiative-submission methodology and a small set of business-case templateswith a representative group of business unit leaders, initiative spon-sors can write and then submit standardized business cases.Whilethese business cases will have elements that are common among84 IT Project Portfolio ManagementExecutingActivitiesPlanningLevelActivitiesofActivityInitiating ClosingActivities ActivitiesControlling ActivitiesPhase PhaseTimeStart EndAudit PointsFigure 3.10 PMBOK project methodology with PMO-specific audit points.(After: [17].)all other business cases, the sponsor should use other marketingapproaches to win approval.Also, the IT PMO can support businesscase writers in understanding not only how to apply metrics such asNPV and IRR, but also how to use them to gauge the project s healthduring project audits.Project methodologies, while critical to project success, should notbe dictated by a central organization.Rather, a PM should be able tochoose from a set of methodologies voted on by a committee of PMs.The chosen methodologies must adhere to highly iterative patterns.Projects that stretch iterations too long will face more scope-creep bat-tles and produce more unaligned deliverables.Projects with shorteriterations will be able to react to changes in the layers of the strategy andstay aligned.Also, to ensure that IT PMO audit teams will be able toconsistently map metric actuals back to initiative estimates, each meth-odology chosen should have auditable milestone points added to thePortfolio Flexibility 85end of each phase by the IT PMO.Ongoing initiative and project meth-odology training by the IT PMO will solidify their proper usage and thehealth of the portfolio.References[1] Khurana, Anil, and Stephen R.Rosenthal,  Integrating the Fuzzy Front Endof New Product Development, in Project Portfolio Management, Lowell D.Dye and James S.Pennypacker, (eds.), West Chester, PA: Center for BusinessPractices, 1999, pp.339 362.[2] Dawes, Sharon S., et al.,  Making Smart IT Choices: Understanding Valueand Risk in Government IT Investments: Chapter 3, Center for Technologyin Government, 2003, http://www.ctg.albany.edu/publications/guides/smartit2.[3] Pasko, Henry, et al.,  Creating and Using a Business Case for InformationTechnology Projects, Treasury Board of Canada Secretariat, March 1, 1998,http://www.cio-dpi.gc.ca/emf-cag/bc-ar/bc-ar00_e.asp (last accessed onJanuary 15, 2004).[4] Reifer, Donald J., Making the Software Business Case: Improvement by theNumbers, Reading, MA: Addison-Wesley, 2002.[5] Bridges, Dianne,  Project Portfolio Management: Ideas and Practices, inProject Portfolio Management, Lowell D.Dye and James S.Pennypacker,(eds.), West Chester, PA: Center for Business Practices, 1999, pp.45 54.[6] Moyer, R.Charles, James R.McGuigan, and William J.Kretlow,Contemporary Financial Management, 9th ed., Cincinnati, OH: ThomsonSouth-Western, 2004.[7] Copeland, Tom, and Vladimir Antikarov, Real Options: A Practitioner sGuide, New York: Monitor Group, 2001.[8] Pressman, Robert S., Software Engineering: A Practitioner s Approach, 3rd ed.,New York: McGraw-Hill, 1992.[9] Young, D.Allen,  Project Office Start-Up, PM Network, February 1, 2001,http://www.pmi.org/info/PIR_PMNetworkOnline.asp (last accessed onJanuary 15, 2004).[10] Crawford, J.Kent, The Strategic Project Office, Monticello, NY: MarcelDekker AG, 2002.[11] O Connell, Fergus, Successful High-Tech Project-Based Organizations,Norwood, MA: Artech House, 2001.86 IT Project Portfolio Management[12] Lister, Timothy, and Tom DeMarco, Peopleware: Productive Projects andTeams, New York: Dorset House, 1999.[13] Cleland, David,  The Strategic Context of Projects, in Project PortfolioManagement, Lowell D.Dye and James S.Pennypacker, (eds.), West Chester,PA: Center for Business Practices, 2000, pp.3 22.[14] Cantor, Murray,  Organizing RUP SE Projects, The Rational Edge, 2003,Rational Software, http://www.106.ibm.com/developerworks/rational/library/content/03July/2500/2822/2822_MC.pdf (last accessed on September28, 2004) [ Pobierz całość w formacie PDF ]