I met with Senior IT project and portfolio decision-makers of a major financial institution last week. I gave two presentations: the first on IT Governance and the next on Project and Portfolio Management (PPM). We had two hours for each presentation so we had plenty of time for questions and discussion.
As with most of the companies I encounter, this organization is struggling with IT Project and Portfolio Management. They don't have enough resources to get the work done. Many projects are behind schedule, over budget or performing below expectations. They have conflicting priorities if they have priorities at all. Executive Management provides oversight for only a subset of the work, neglecting to oversee the entire IT portfolio.
The presentations were well received and there was a significant exchange of ideas between participants. Almost everyone in attendance was eager to participate in an overall approach to addressing the lack of governance and they agreed to a number of action items and next steps.
After the presentations a few of us got together for lunch and informal conversation. The team continued to describe their numerous issues and challenges. After 45 minutes or so, one of the team members looked to me and asked, "Are we the only ones with these problems?"
This is the perception for many IT professionals mired in the problems and issues caused by inadequate IT Governance in their enterprise. They think the problems are unique to their organization. They are convinced others must be doing things differently. Surely, these problems cannot be industry-wide.
I assure them that indeed, others are suffering from the same problems and issues. I explain how I personally struggled with these challenges in each of the IT organizations in which I have worked. I tell them that in my almost two years as IT Governance Evangelist, I have met 1:1 with over 3 dozen major companies in 5 different countries and I have presented to IT professionals from 100s of companies. Despite this massive exposure to countless professionals in just about every type of enterprise, I can count the number who have mastered IT Governance on one hand. Throw in my other hand and a few toes and I can count the folks who have solved their PPM challenges. (Obviously I am not including CA Clarity PPM customers in this tally.)
PPM is still a very immature process across all industry sectors. There are some great examples of spectacular success, but these are much more the exception than the rule. But there are new success stories being written every day.
I'm not sure if this news is reassuring or not. Yes, misery loves company, but when somebody finds so many others are suffering as they do, does this motivate them or discourage them?
The effect of that single question aside, this particular group of folks at the financial institution was very encouraged by the prospect of IT Governance and well managed PPM processes. They are forging ahead in their efforts and believe they can greatly improve their performance and ability to meet their goals. And I can speak from experience, in this, they are not alone.