Principle-Centered Agile Project Portfolio Management

by Donna Fitzgerald

Over the past 10 years, most IT organizations have been on a roller-coaster ride regarding their role and function in their companies. Before the advent of reengineering, IT charters were fairly clear: provide technology support at the lowest possible cost. Once reengineering became the solution du jour, IT suddenly found itself, at least in theory, in the position of being a key enabler of business transformation, allowing it to move from the role of a cost center buried somewhere in G&A to that of a partner in business strategy, with a fully participating CIO in the boardroom. Then reality intruded. Y2K consumed funds for remediation, and e-business wasn't the revolutionary force many had hoped it would be.