A Merger Is Also a Project
Ideally, the project “Fusion” should be planned and evaluated from the outset as part of the established PPM process. Which sub-projects are connected with this, and in what chronological order do they need to occur? Which employees are needed for this? And what are the consequences for the existing project portfolio? Timely recommendations for action can save a lot of time, money, and nerves.
In the second step, as part of the integration, the project portfolios of the participating companies must be reassessed and eventually merged. Which projects have become irrelevant or worthless as a result of the merger? Which projects are new? How can the new, larger resource base be used most effectively?
First of all, it is necessary to define new strategic evaluation criteria for the resulting overall project portfolio. These should take into account the new priorities and fields of action arising from the merger. Suddenly, the main goal is no longer to serve existing customers, but to quickly tap into the newly available markets, or to strengthen the resulting corporate brand through intensive marketing. Rescheduling the capacity of Old World projects into the New World in a timely manner helps track these new priorities quickly and effectively.
At the same time, PPM governance must rapidly become unified within the new organization. The process should ensure the ability to act and result in effective project portfolio management. This will allow the new organization to maintain its strategic planning level and respond quickly to unforeseen events. Simple, fast, effective – PPM should not be rocket science, rather a supporting tool utilized before, during and after a successful merger.