Project Manager

Deliver on time and within budget

The Head of Project Management Office is responsible for delivering projects on time and in budget and also must help choose the right portfolio of projects. Good governance, processes and transparency are necessary, as is the co-operation of Business Managers, Project Managers, Architects and Application Managers.

planningIT brings these people into a meaningful conversation, and gives them the tools they need to test and develop project portfolios that fit into a roadmap towards a desired future IT architecture.

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Project Portfolio Management

Planning IT’s Project Portfolio Management module enables Enterprises to define and manage their strategic IT initiatives. Projects compete for budget and resources and during the project planning cycle, it is crucial to understand what the impact of projects is on the existing landscape. The earlier conflicts and constraints are detected, the sooner projects can be re-planned, re-prioritized or in some cases even eliminated. The PPM modules supports the end-to-end process from project initiation to project design, scenario development, project analysis, to project approval and project monitoring.

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IT Strategy – Project Portfolio Planning

Once a top-down plan is in place, the architect uses the PPM module in planning IT to design, defined and plan the project details. Projects become the tool to define exactly what the impact, cost and architecture of those demands (strategic and tactical) will be. The view above provides summary information of the project like current As-Is architecture that is affected by the project, life cycle of the affected application as well as a project summary plan.

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Project Management – Document the AS-IS

Every good planning exercise starts wit a good understanding of your current state / AS-IS. Because PlanningIT manages the inventory of applications, technologies, business processes, interfaces, etc , the creation of the planning starting point is dramatically simplified. Because of a lack of detailed AS-IS information, project estimates are often “gut feelings” and lead to “cost times fudge factor “ estimates due to incomplete information.

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