Was ist Ihre Strategie, um den Widerstand gegen die Governance des Projektportfolios zu überwinden?

🔍 In my experience, pinpointing resistance is essential for tailored mitigation. 🌐 Unfamiliarity with project portfolio governance (PPG): Many resist due to a simple lack of understanding. A clear education on PPG benefits can aid. 🔗 Mismatched Organizational Goals: Sometimes, resistance arises if the governance model isn’t aligned with a department's objectives. Harmonization is key. 🛠️ Perceived Complexity: A belief that PPG adds undue complexity can deter. Simplifying processes and showcasing streamlined operations can help. 📌 Identifying and addressing these nuanced sources of resistance is vital for smooth PPG integration.

I addressed resistance to project portfolio governance by fostering open dialogue, showcasing the benefits, and addressing concerns. I engaged stakeholders early, explaining how governance improves decision-making and resource allocation. Through clear communication and tailored training, I helped teams understand the value of governance in achieving organizational goals. I also listened to feedback, adjusting processes where necessary to accommodate legitimate concerns. By demonstrating transparency and actively involving stakeholders in the governance process, I fostered buy-in and minimized resistance, paving the way for smoother implementation.

Other sources of resistance are often around the perception of; - Adding another layer of 'red tape' or bureaucracy (& time spent in more meetings) - Slowing progress Key mitigation for some of these points is to ensure any new/revised Portfolio Governance is integrated and works well alongside other established governance forums (assuming these are working...)

📣 Communicating the benefits and value of project portfolio governance is pivotal to gaining stakeholder alignment and commitment. Demonstrating tangible advantages—such as clear project guidance for managers, strategic alignment for sponsors, enhanced satisfaction for customers, and skill development for employees—creates a compelling case for adoption. 💡 By linking these benefits to stakeholder goals and addressing their needs, you foster a shared vision and urgency for governance initiatives. ✅ Employ targeted messaging and success stories to build credibility and drive engagement.

Where you have resistance or expect resistance a good exercise is to take what you have identified from stage 1 (Identify sources of resistance) and ensure each point is covered during this communication phase. This phase of communication and gaining buy in is really critical - the support of senior management for Portfolio Governance is key, without this the governance and management of the portfolio will just not be as effective.

I believe that involving the stakeholders from the very beginning is a must. They should be part of a steering committee as well as a member of the project team, they should be aware of the challenges the team faces as well as trying to learn about and participate in the progress of the project until the end.

Another aspect here is to also build sponsorship and champions of Portfolio Management/Governance itself as well. These 'champions' can then be further ambassadors for the need for Portfolio Governance, help shape and critique it's evolution.

The outlined strategy for overcoming resistance to project portfolio governance is commendable and well-aligned with best practices. Providing targeted training and support ensures stakeholders are equipped to fulfill their roles effectively, addressing a critical barrier to governance adoption. Emphasizing tailored coaching for project managers, sponsors, and customers demonstrates a practical understanding of diverse stakeholder needs. Additionally, mentoring employees on competencies and career paths adds value by aligning individual growth with organizational goals. For maximum impact, it is essential to measure the effectiveness of training initiatives and ensure continuous feedback loops to adapt and refine the approach over time.

📈 Monitoring and evaluating results is a cornerstone of effective project portfolio governance. Measuring impacts such as project progress, quality, and alignment ensures clarity on value delivery. 🔍 Assessing governance maturity and stakeholder-specific metrics—like sponsor alignment, customer satisfaction, and employee engagement—drives informed decision-making and continuous improvement. 🔄 This approach not only validates governance success but also strengthens accountability and transparency. To enhance outcomes, adopt real-time tracking tools and ensure findings translate into actionable enhancements. ✅ A data-driven focus fosters long-term portfolio excellence.

Leverage the organization’s governance by making it the ultimate gate keeper for the portfolio. As per MoP, it should be responsible for portfolio definition (selecting the right projects that best align with and will best support achieving its strategic objectives) and also to ensure there is portfolio delivery monitoring (the projects get done right). If there are too many chefs in the kitchen, you may get too many appetizers and deserts and no main course. But if you have a head chef who works well with his/her sous-chef, you will likely get a well orchestrated meal.

Successfully implementing project portfolio governance necessitates a multi-faceted approach. Clearly articulate the value proposition of governance, demonstrating alignment with strategic objectives and improved project outcomes. Foster early and continuous stakeholder engagement, ensuring a voice in the process and clarity on roles. Leverage neuroscience by employing storytelling to create an emotionally resonant narrative that mitigates change anxiety. Recognize and reward early adopters, showcasing the framework's success and reinforcing positive behavior. This trifecta – clear communication, inclusive engagement, and neuroscience-informed change management – fosters a culture that embraces project portfolio governance.