There is strong anecdotal evidence that failure and success in project and portfolio management can affect both a company’s share price and the career outcomes of its leading executives.
In project-intensive organisations the pressure to deliver forecast ROI is heightened by global competition and shrinking margins, with significant consequences for huge capital investment projects extending beyond their scope and budget.
The c-suite faces the challenge of matching project delivery expectations in order to retain the value and reputation of an organisation’s overall portfolio. This means:
- Predicting long-term costs across multiple programs
- Effectively assessing and monitoring ROI
- Managing cash flow throughout individual project lifecycles
This paper, authored for The EPPM Board by independent consultant Phil Thornton and sponsored by Oracle, outlines how tools like Oracle’s Primavera EPPM can provide consolidated and integrated visibility into individual projects and makes a number of recommendations for minimising the impact of project execution on share price volatility.