The common Pitfalls when maturing or deploying Portfolio Management

The common pitfalls/resistances grouped and translated:

The business does not need to Change

1. The business expects Change to affect Revenue

Reality: you are deploying portfolio management because you have no grip to provide well informed decisions in the first place...this means that you (business) needs to move as well you can't have better portfolio management or data to analyze if there is no streamlining.
Reality 2: ...standstill = regression = death!...sounds harsh but while you may be on top of the world , the business is a ruthless world and you are being challenged constantly. So Change will affect revenue ....POSITIVELY!...it is up to your business managers and  enterprise to envision this.
This leads to the next process items:

1. It is an operational process
2. It is an executive process
3. Processes need to be identified per need/area

Reality 3;  All processes are entwined within your business be it directly or indirectly!...so as such all of the above mentioned items need to be viewed from the bigger picture!
The struggle of deployment 101:
Customer

1. you need to have an Enterprise Road map! - not a deployment road map!
2. you need to have a top down vision that translates to lower level deployment road map!
3. you need to be willing to embrace the change need and change =resistance so own it and  participate from top down!
4. you need to trust/rely on SME...you (Customer) are not in the business of EPM but need it to make your business stronger: Leverage existing expertise 

EPM SME

1. Aid in the enterprise roadmap before setting up a solution roadmap
2. Translate top down needs to operational needs and provide the gap analysis that is within the existing organization
1. quantify the gaps
2. qualify the gaps outcomes
1. what happens when you do nothing  from a Total Cost of Ownership (TCO) perspective
2. what happens when you do from a Return of investment  (ROI) perspective
3. Do not try to be the change manager , EPM analyst and the EPM deployment person at the same time!
4. Being and EPM SME gives you an advantage on portfolio management but your customer has a specific business and as such a specific business expertise...apply TCO and ROI analysis to each item the business mentions when you are driving a change.

Together

1. Establish the big picture conceptually and keep it as your blueprint
2. Establish the feasible deployment capabilities in this order:
1. Cultural
2. Organizational
3. Technical 
3. Come up with a plan and execute the plan 
1. Chop it up in manageable pieces where you can integrate the change aspect (which will come) so each deployment is bought into...HOW? by keeping the big picture front and center.
4. Do not try to make it Perfect!, make it balanced that it provides value within a short timeframe and acknowledge that you will learn and mature , thus change your solution as it goes.