1. PMI is a registered trademark of the Project Management Institute Knowledge Exchange Forum October 28, 2003 Gaining Stakeholder Buy-in for Enterprise Project Management (EPM) Janey Trowbridge Jtrowbridge@canalbc.com

2. Overview What is EPM? Why EPM? Gaining buy-in from: Executive Management Middle Management Project Managers Performing Organization

3. What Is EPM? Management of a web of simultaneous projects to meet organizational goals Systematic process Not just meeting Cost-Scope-Schedule-Quality requirements Not just a PMO, methodology, training or tool Not just for IT projects Based on Paul C. Dinsmore. Enterprise Project Management. New York: AMACOM. 1999.

4. Why EPM? Boosts productivity Fattens the bottom line Helps churn out products and services faster, cheaper and better Reduces rework Improves communication and coordination Instills project players with team spirit and motivation Based on Paul Dinsmore. “Five Ways Not to Pitch Project Management in Your Organization.” PMNetwork 17:2 (February 2003) 60.

5. Gaining Buy-in from Executive Management Sources of Resistance: Perceives that EPM adds no value Doesn’t see connection between strategic goals and PM Strategies for PM: Tie EPM to their strategic interests Advocate for regular strategic planning/budgeting project prioritization Demonstrate/communicate value through regular, relevant deliverables Educate in EPM and importance of effective portfolio management Solicit an executive sponsor for each project

6. Gaining Buy-in from Middle Management Sources of Resistance: EPM will add more time to PMs’ job and little added value Subordinates will be away at training It’s another management fad Some of our bosses don’t support it Strategies: Demonstrate, communicate immediate results Involve them in development of EPM deliverables Involve them in design of EPM program for their PMs Solicit a project sponsor if appropriate

7. Gaining Buy-in from Project Managers Sources of resistance: EPM is not immediately relevant to our jobs Some of our bosses don’t support it, so isn’t worth investing time in it Strategies: Find most effective relevant approach(es) to close Project Manager skill-knowledge gaps Don’t mandate use of PM methodology; foster peer pressure Establish PM career track Foster dialogue between Project Managers and their bosses

8. Gaining Buy-in from the Performing Organization Sources of resistance: Culture is not conducive to EPM “One size fits all” will not fit the organization’s needs Strategies: Design EPM initiative as a change project Find best tool to assess organizational culture and PM maturity Implement in small increments; check and review Advocate for customization of PM methodology Support Corporate and Area PMOs Conduct EPM activities across organizational units Develop “community” of PM practitioners