"Getting Executive Buy-In: Optimally Align IT with Business Objectives—and Deliver"
Introduction
As a CIO, you are under enormous pressure to produce measurable results that align with enterprise strategy and corporate objectives. Delivering those results is key to justifying the expanding role of IT throughout your enterprise.
Many CIOs are racing to implement practices that facilitate more strategic decisions. At the heart of this approach are the answers to these four key questions:
• Which of our potential projects will deliver the most measurable business value?
• Can we ensure we have the right people on the right projects at the right time?
• Can we reassign, hire, contract, or train people quickly when strategic priorities shift?
• Can we quickly identify problems in execution and adjust course appropriately?
Project portfolio management (PPM) solutions have the potential to provide the in-depth decision support CIOs need to answer these questions. In practice, however, many of these tools fail to provide the reliable insights you need to justify your investment decisions. The problem is that most PPM tools take a siloed approach that doesn’t adequately capture the interdependencies linking demand, resources, finances, and projects. These silos form a prohibitive barrier that hampers effective decision making. It’s like asking a coach to prepare for a game with star players who have never played or even practiced together.
With a more integrated approach to PPM, CIOs can more effectively see and manage their “players” in action. It’s an approach that can provide you and your enterprise with extraordinary results.
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