Strengthen your Program and Portfolio Management Technology (PPM) Strategy

Strengthen your Program and Portfolio Management Strategy

Digital business transformation and product-centric delivery models are dramatically changing the role and mandate of program and portfolio management leaders

Ignition Guide to Strategic Planning for the PMO

Effective strategic planning is a critical activity, but frequent business disruptions and competing priorities often slow down or derail progress.

PMO leaders can use this guide to:

Establish strategic objectives for your PMO, enterprise PMO [EPMO], strategy realization office [SRO], value realization office [VRO] or digital transformation office [DTO]).
Prioritize action steps to achieve the PMO’s objectives.
Build a strategic plan document.
Communicate strategy to create awareness and win support for execution.

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Build a strategic plan to anticipate change and respond to future disruptions

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Program & Portfolio Management Leaders must reinvent their approach for portfolio management

As organizations accelerate digital business initiatives and prepare for “forever hybrid” work environments, most struggle to keep pace with change.¹ Traditional PMOs, EPMOs and associated practices, often lack the speed and flexibility most organizations require to compete in today’s digital business. PMOs and EPMOs that fail to modernize their practices and principles risk elimination. PPM leaders must embrace modern behaviours and new capabilities establish themselves as trusted partners in value delivery and strategy execution.

Program and Portfolio Manager Initiatives

How we address top challenges of PPM and PMO leaders

Digital business transformation and product-centric delivery are changing the role and mandate of program and portfolio management leaders. Gartner helps PPM leaders reinvent and manage a business-outcome-driven, strategic PMO or EPMO to support enterprise transformation.

Predicts 2022: Shift Toward Strategic Portfolio Management to Enable Organizational Agility

The increasing pace of change and environmental turbulence creates unsustainable strain for organizations. The need for agility will drive strategic portfolio leaders to increase adoption of strategic portfolio management, evolve EPMO capabilities, and change supporting tooling and metrics.

Enable Agility

How to Enable Organizational Change Management in a Digital Business

Digital business acceleration and the pandemic have increased the volume and complexity of organizational change. To manage change successfully, PMO leaders must build change management capabilities among three key stakeholder segments — portfolio decision makers, BU leaders and impacted employees.

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Key Findings From the 2022-2024 Strategic Portfolio Management Frameworks, Processes and Tools Survey

Strategic portfolio leaders in IT should use this analysis to benchmark their adoption plans for SPM frameworks, processes and tools against those of 500 of their peers. This research contains information on adoption timelines, key risks and value drivers.

View Key Findings

Tracking the Career Paths of IT PMO and EPMO Leaders

As PMOs adapt to the shift to Agile and product management, PMO leaders have an opportunity to consider a wide array of career paths. The findings in this infographic are based on analyses of publicly available LinkedIn profiles for two groups of PMO leaders.

Track Career Paths

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New to the PPM and PMO role?

PMOs succeed by creating new perceptions and changed actions. Among them are improving project management capabilities and maturity, providing accurate information about the “true” state of proposed and ongoing projects, and better practices for planning, executing and monitoring the progress and incremental success of projects. Gartner has the tools you need to make the most of your new role.