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David JAckson
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At 1:14am on October 3, 2008, Mike said…
Hi David - First, by all means feel free to reference anything you find at my web site (www.michaelgreer.com). Now about your other questions: I am no expert on IT project management. But, in a nutshell, here's how I believe PM & IT governance interface: IT provides resources to everyone in an organization (it's the heart, lungs, and circulatory system of a modern organization). Everyone who uses IT outputs or provides IT-formatted inputs wants the IT system to reflect their unique needs. So, IT is continually swamped with project requests, ideas, upgrade requirements, and so on. IT must figure out how its strategic directions integrate with the overall organization's strategic goals. Then it must govern itself (and its clamoring-for-changes customers) according to these strategic directions. So, IT has bunches projects to coordinate and prioritize, which it does via PPM. The prioritization criteria must reflect the IT governance rules (or values), which in turn are synchronized with the overall strategic goals of the organization. Here's a graphic I show in my PM workshop of how a typical IT group might be struggling to manage its portfolio:

As you can tell, in practice, this PPM stuff would be very complicated to implement (particularly the politics of dubbing a project "active" or "inactive"). I can't give a full overview here, but the domains involved in the decision-making include all the professional disciplines of the various departments who help articulate the overall organization strategy [marketing, manufacturing, engineering, etc.], as well as the vision and values of the IT folks. Yikes!

I'd recommend you check out this link to go a bit deeper into this stuff:
* BITPIPE RESEARCH GUIDE : Managing IT Overview

Finally, you might want to click the links to articles and white papers which I imbedded in my online article:
What's Project Portfolio Management (PPM) & Why Should Project Managers Care About It?
I hope this is helpful!
All the best!
Mike G.
 
 

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