This Focused Performance Weblog is a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective. TOC is noted for its applications in Project Management and Multi-Project Management (Critical Chain) and Operations Management (Drum-Buffer-Rope), as well as in Marketing, Strategic Planning and Change Management (TOC Thinking Processes). If you are on an archive page, current postings are found here.
...all PPM projects have to be managed as change management initiatives. The leadership involvement and cultural change expected from stakeholders is essential for the successful completion of the project portfolio process.
This echoes conversations I've recently had with Critical Chain-savvy software providers like Realization and ProChain as well. One of the biggest stumbling blocks to successful implementations that are expected to have sustained longevity are the people who expect the software (with a little process change) to provide the solution.
It ain't just process and technology. If significant improvements are expected, it's the thinking and culture of those involved that will have to significantly change. Nothing kills benefits of a change quicker than a failure to "walk the talk" on the part of the leadership. That's a cultural change that requires careful management and some serious coaching until the desired way of thinking is automatic.
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