10 Steps to Building Your Own Tailored Organizational Project Methodology. Sean Whitaker Human Systems International (HSI) PMO15BR25

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1 10 Steps to Building Your Own Tailored Organizational Project Methodology Sean Whitaker Human Systems International (HSI) PMO15BR25

2 A Little About Me...

3 A Little About You... Do you have: Any sort of portfolio, program or project management methodology? A tailored portfolio, program or project management methodology? A portfolio, program or project management methodology you would be willing to share?

4 Learning Objectives At the end of this session you will: Have an awareness of the strategic and operational importance of developing, implementing and improving of a tailored organizational project methodology Have an introductory awareness of the tools to develop and tailor your own organizational project methodology

5 Organizational Project Management Organizational project management (OPM) is the framework used to align project, program, and portfolio management practices within organizational strategy and objectives, and customizing or fitting these practices within the organizations context, situation or structure - Implementing Organizational Project Management: A Practice Guide (PMI, 2014)

6 Methodology Definition The PMBOK Guide defines a methodology as: a system of practices, techniques, procedures and rules (p. 546).

7 Methodology Definition More specifically an organizational project management methodology is a defined, documented and discoverable set of policies, practices, processes, tools, techniques and templates that provide guidance on how portfolios, programs and projects are run within an organization.

8 Snapshot of Practice Typically, portfolio, program and project management systems and methodologies are separate and distinct elements within organizations. This situation is inefficient and does not contribute to organizational strategic success as much as a coordinated organizational portfolio, program and project management methodology.

9 Portfolio Management Organizational Project Management Program Management Project Management

10 OPM & Operational Management Organizational project management works best when it is defined and tailored AND the link to operational management is recognised. It has been recognized that tailored operational management practices are essential to organizational success project management is playing catch up!

11 OPM & Operational Management Organizational Strategy Portfolio Management Program Management Operational Management Project Management

12 Strategic Success Tailored Organizational Project Management Tailored Operational Management Organizational Strategic Success

13 OPM Benefits Organizations with developed project management practices, benefits realization processes, portfolio management practices and program management practices and those with high organizational agility all have significantly better project outcomes than their counterparts who are less advanced in their project management practices. - PMI Pulse of the Profession (2014) (page 11)

14 Tailoring Tailoring is the process to customise processes to suit the level of organizational and practitioner maturity & capability, as well as the complexity, industry, risk tolerance, and culture of an organization.

15 The Benefits of Tailoring: Making a Project Management Methodology Fit by Sean Whitaker, PMI, 2014

16 The Benefits of Tailoring: Making a Project Management Methodology Fit by Sean Whitaker, PMI, 2014

17 The Benefits of Tailoring: Making a Project Management Methodology Fit by Sean Whitaker, PMI, 2014

18 The Benefits of Tailoring: Making a Project Management Methodology Fit by Sean Whitaker, PMI, 2014

19 Efficient Decision Making Increased Customer Satisfaction Alignment of Strategy and Execution Improved Communications Predictable Delivery Performance Tailored Organizational Project Management Benefits Increased Productivity Competitive Advantage Improved Market Competitiveness Improved Cost Control Effective Operations

20 Building Your OPM Methodology Having now covered: The links between organizational project management and strategic success; and The benefits of tailoring a organizational portfolio, program and project management methodology We are now going to look at 10 steps to building your own tailored OPM methodology

21 Be Consistent Repeat the Process as Necessary Identify types of portfolios, programs and/or projects Monitor Key Performance Indicators Identify Inputs 10 Steps to Your Own OPM Methodology Conduct Continuous Improvement Identify Constraints Derive Output Identify Resources Develop and Document The Methodology

22 But First - Appoint a Champion All initiatives need a champion Treat the development, implementation and improvement of an OPM methodology as a project. Empower the champion/project manager with authority and responsibility

23 And Then - Assess Change Readiness Developing and implementing an OPM methodology represents change and generally people resist change. Assess readiness for change and build support for change. Involve the people who will be using and affected by the methodologies. Managing Change in Organizations: A Practice Guide is available to provide useful guidance.

24 Step 1: Choose Consistency Don t reinvent the wheel or start from the absolute beginning when looking for standards to base your OPM methodology on. Use established portfolio, program and project management standards and align with the content

25 Relevant PMI Standards The PMBOK Guide The Standard for Program Management The Standard for Portfolio Management Organizational Project Management Maturity Model (OPM3) Project Manager Competency Development Framework

26 Useful ISO Standards ISO 21500: Guidance on Project Management (2012) ISO 21503: Guidance on Programme Management (under development) ISO 21504: Guidance on Portfolio Management (2015) ISO 21505: Project, programme and portfolio management -- Guidance on governance (under development)

27 Developing an OPM Methodology Implementing Organizational Project Management: A Practice Guide gives a process for developing an organizational portfolio, program and/or project management methodology as follows:

28 Steps 2-5: Assessment 2. Identify types of portfolios, programs and/or projects 3. Identify inputs 4. Identify constraints 5. Identify resources

29 2. Identify types of projects. Identify and describe the types of portfolios, programs and projects the organization undertakes. This description should include information about the size, complexity, duration and any other relevant issues about the portfolios, programs and projects that the organization undertakes. A project profile assessment is described in Implementing Organizational Project Management: A Practice Guide (PMI, 2014) and can be downloaded from

30 3. Identify inputs. Identify and collate all of the available inputs needed to develop the organizational project management methodology. This includes existing organizational process assets and all existing templates, software, processes, user manuals and other supporting material. Complete an inventory of what already exists to avoid reinventing the wheel. A

31 4. Identify constraints. Identify constraints to the methodology. These may include financial constraints or they may include national, local, or industry-specific regulations that the project management methodology must take into account.

32 5. Identify Resources. Identify the existing sources of information and guidance available. These include sources such as: Standards such as ISO21500: Guidance on Project Management (ISO 21500:2012) Framework documents such as the PMBOK Guide (PMI, 2013), Existing proprietary methodologies and approaches (i.e. Method123, TenStep, Prince2, Scrum, Crystal, XP), Methodologies used by others in the same industry, Professional project management associations (i.e. PMI), Professional project management communities (i.e. Agile Manifesto for IT Projects), Consultants, Project management practitioners, Users of the project management methodology, and Stakeholders actually or potentially affected by the project management methodology.

33 Steps 6 & 7: Development 6. Develop and document the methodology 7. Derive output

34 6. Develop and document the methodology. Build the portfolio, program and project methodology iteratively by using project management practitioners and project team members to document intellectual property describing the organizational project management methodology such as a process flow chart, user guides, standardized templates, lexicons, tools, techniques and other aspects of the methodology.

35 7. Derive output. The output derived from this process is the documented, discoverable, tailored portfolio, program and project management methodology ( or methodologies) ready to be used across the organization. Make sure that everyone knows where to find the elements of the new methodology.

36 Steps 8-10: Improvement 8. Conduct continuous improvement 9. Monitor key performance indicators 10. Repeat the process as necessary

37 8. Continuous improvement. A commitment to continuous improvement is one of the hallmarks of a high level of organizational project management maturity. In order to carry out any activities associated with continuous improvement, an organization needs to have resources devoted to the task

38 9. Monitor Improvement also includes an assessment that the PPP management methodology itself is delivering the benefits expected. These benefits and key performance indicators should have been outlined in the initial project business case.

39 10. Repeat. The final step utilizes the initial tailored project management methodology and further customizes it for identified different project types the organization is delivering.

40 Summary Committing to increasing organizational project management capability with a tailored OPM methodology will result in increased organizational strategic and operational performance Your particular organizational project methodology/methodologies should be tailored to suit the your organization.

41 Final Thought... In order for OPM to be truly successful we need to follow the example of the Total Quality Management (TQM) approach and ensure that everyone in an organization understands the benefits, and actively supports appropriate professional project management and that it is not seen as something that practitioners do. Its time for Total Project Management (TPM).

42 Discussion What successes have you had in implementing OPM? What challenges have you faced? Did you overcome them? What advice would you give to others seeking to improve the level of OPM within their organization?

43 Questions Any further questions?

44 Thank You Name: Sean Whitaker Web: Phone: Please feel free to connect with me on LinkedIn

45

46 Presentation of methodology and PM Plan documents to focus group (x9 selected staff as per breakout session last time) late October? Presentation to all staff early Nov? First training session on how to use methodology late Nov?

47 HSI Clients 47

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