As businesses gear up for growth, many find they are hobbled by inadequate portfolio management (PM) practices and resources. Some businesses, for instance, invest significant capital spending on programs and portfolios that do not directly align with strategic corporate objectives. Others struggle to balance risk with the opportunities required to achieve these objectives.
To deliver the full business value in this era of doing more with less, Enterprise Project Management Offices (EPMOs) must become strategic players in the quest for improved performance, innovation, and revenues. Doing so will require PM tools and processes that are built upon a sound foundation of governance and financial discipline.