Plan New Ways to Work

PPM/PMO leaders must enable collaboration between humans and smart machines for agile portfolio management

Shift PMO Priorities to Support a Digital Enterprise

Program and portfolio management (PPM) leaders in organizations with evolving digital business maturity should adapt their offering of PPM capability to reflect the changing needs of stakeholders.

Download this research to learn how PMOs can build strategy-related PPM capabilities.

Download the research

Build PPM capabilities valuable to the evolving digital business.

By clicking the "Continue" button, you are agreeing to the Gartner Terms of Use and Privacy Policy.

Contact Information

All fields are required.

  • Step 2 of 3

    By clicking the "Continue" button, you are agreeing to the Gartner Terms of Use and Privacy Policy.

    Company Information

    All fields are required.

    Optional Optional
  • Step 3 of 3

    By clicking the "Submit" button, you are agreeing to the Gartner Terms of Use and Privacy Policy.

    The Gartner IT Score maturity assessment was pivotal in helping us identify opportunities and best practices for our three-year PMO roadmap.
    IT Leader, Manufacturing Industry
    Illustration showing a network between PMOs and EPMOs

    Program & portfolio management leaders must reinvent their approach for portfolio management

    To support digital business, CIOs are decreasing their investment in on-premises infrastructure and increasing their investment in off-premises capabilities and new technologies. This requires portfolio management leaders to partner with business leaders and resource managers to balance investments across a diverse set of internal and external services in a much faster and more complex environment. 

    Program & portfolio management leaders must reinvent their approach for portfolio management

    To support digital business, CIOs are decreasing their investment in on-premises infrastructure and increasing their investment in off-premises capabilities and new technologies. This requires portfolio management leaders to partner with business leaders and resource managers to balance investments across a diverse set of internal and external services in a much faster and more complex environment. 

    Illustration showing a network between PMOs and EPMOs

    How we address top challenges of PPM and PMO leaders

    The digital future has arrived. To support digital business operating models, project management is shifting toward more adaptive approaches focused on continuous delivery, dynamic change, value-driven outcomes and increased risk tolerance.

    Clear the confusion of continuous change

    Project management offices must become effective change enablers in today’s environment. They must adapt rapidly to enable organizations to keep pace with the constant changes brought by customer expectations. Gartner has the solutions to enable planning and delivery excellence in an ever-changing environment.

    Outsmart digital disruption

    Early project management offices were designed to address vastly different challenges and outcomes than those posed by digital transformation. Gartner provides the insights and research to ensure that project portfolio management (PPM) leaders and PMOs can rise to the challenges of digitalization. 

    Embrace agile product management

    As agile continues to increase in popularity, use and scale in organizations, PPM leaders must shift their value proposition to enabling product constructs or risk irrelevance. 

    Questions about becoming a Gartner client?

    Experience information technology conferences

    Master your role, transform your business and tap into an unsurpassed peer network through our world-leading virtual and in-person conference series.

    Gartner is a trusted advisor and an objective resource for more than 14,000 enterprises in 100+ countries.

    Learn more about how we can help you achieve your mission-critical priorities.