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Many organizations spend a great deal of time and money on training efforts for general project management skills, but after the training, project
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Many organizations spend a great deal of time and money on training efforts for general project

management skills, but after the training, project managers may still not know how to tailor their

project management skills to the organization‟s particular needs. Because of this problem, some

organizations develop their own internal information technology project management methodologies.

The PMBOKR Guide is a standard that describes best practices for what should be done to manage a

project. A methodology describes how things should be done, and different organizations often have

different ways of doing things. For example, after implementing a systems development life

cycle (SDLC) at Blue Cross Shield of Michigan, the Methods department became aware that

developers and project managers were often working on different information technology project in

different ways. Deliverables were often missing or looked different from project to project. They may

have all had a project charter, status report, technical documents (i.e., database design documents,

user interface requirements, and so on), but how they were producing and delivering these

deliverables was different. There was a general lack of consistency and a need for standards to guide

both new and experienced project managers. Top management decides to authorize funds to develop a

methodology for project managers that could also become the basis for information technology

project management training within the organization. It was also part of an overall effort to help raise

the company‟s Software Capability Maturity Model level.BlueCross BlueShield of Michigan

launched a three-month project to develop its own project management methodology. Some of the

project team members had already received PMP certification, so they decided to base their

methodology on the PMBOKR Guide 2000, making adjustment as needed to best describe how their

organization managed information technology projects. See a article on this project on the

companion Web site for this text. Also see the Suggested Reading to review the State of Michigan

Project Management Methodology, which provides another good example of an information

technology project management methodology. Many organizations include project management in

their methodologies for managing Six Sigma projects. Other organizations include project

management in their software development methodologies, such as the Rational Unified Process

(RUP) framework. RUP is an interactive software development process that focuses on team productivity and delivers software best practices to all team members. According to RUP expert Bill

Cottrell, "RUP embodies industry-standard management and technical methods and techniques to

provide a software engineering process particularly suited to creating and maintaining componentbased

software system solutions," Cottrell explains that you can tailor RUP to include the PMBOK

process groups. Specifically, IBM Rational, the creators of RUP, found that it could adjust RUP input

artifacts with PMBOK process inputs, RUP steps with PMBOK process tools and techniques, and

RUP resulting artifacts with PMBOK process outputs.

1. According to you what the skills needed for the project management of organization?

2. How could have been the six sigma project became a helpful tool in very sophisticated kind of

project management?

Step-by-step answer

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