The balance here is to come back regularly with measurable value for the

The balance here is to come back regularly with

This preview shows page 12 - 14 out of 20 pages.

The balance here is to comeback regularly with measurable value for the followingkey stakeholders:• Operational project managers, who will need to besold on changing culture to accommodate the newprocess;• Tactical departmental managers, who will be heldaccountable for instituting the new process; and• Strategic executives, who will want to see the returnon investment (ROI) for the organization.A common oversight in benchmarking and improvingdelivery processes is forgetting the critical role playedby the support organizations (project, program, andportfolio). Each level of delivery — project, program,and portfolio — has its ownprocesses, which are aligned tosupport organizations that havetheir own processes.Therefore, to evolve your matu-rity levels, you need to improvedelivery-type processes andsupport-type processes that goon at the same time. For exam-ple, say you want to improve aprocess related to procurement.On the delivery side, the proj-ect manager will undertakeprocesses for supplier selection,while the support organization,in this case the project management office, undertakesprocesses for developing parameters for creating andmaintaining supplier lists.Both of these process improvements would involvechanges to staffing or roles. This means that the sup-port organization develops rules and guidelines so that11Guide to Building a Project Management Office, an Internet.com Project Management eBook. © 2008, Jupitermedia Corp.Guide to Building a Project Management Office[]Increasing PMO MaturityThrough Multiple ReleasesBy Chris Craig-JonesA "release" is a project that addresses a group of recommendationsfor improving project, program, and portfolio management maturity.Jupiterimages
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project, program, and portfolio managers can carry outthe delivery processes efficiently and effectively.Often, when improving the level of maturity in PPMand the associated processes, organizationstake a"bottom-up" approach. We often see the different pro-files of functionality released as an organization movesup the maturity level from "Active" through "Business-Driven" on groups of processes.A possible approach with a four-partrelease implemen-tation could be:Release 1:Implement basic project managementincluding initiation, planning, (plus resource assign-ments), control, execution (plus time capture), and proj-ect closure.Release 2:Add project risk management to the basicproject management functionality; basic program man-agement of projects and services (mainly groupingprojects and services into programs for progress report-ing); and portfolio management processes and capabil-ities for both projects and services.Release 3:Add project cost management, project pro-curement management, and project quality manage-ment; program risk analysis; and program resourcemanagement.
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