In continuation to my previous blog post, this one will explain how the PPM needs of organizations drive the overall implementation process. At the enterprise level, we all recognize that different types of businesses execute different types of projects. The project portfolio for an investment bank is going to look a lot different from the portfolio at a company that designs and builds computer products, or a hospital, or a university. Even when we look at similar enterprises, we find differences in strategy, culture, and approach. Since many of these differences are the fuel for competitive advantage and operational excellence they require processes and practices which support those unique attributes.
Likewise, we need to recognize significant differences between functional areas within the same enterprise due to the nature of the work being executed and the varying ways in which that work is done. The PPM needs for the product engineering groups are not exactly the same as those in HR.
Let’s take scope management as an example. For a company that is building something under a contract for another company, control over the scope of the project may be critical to assuring company profitability and in the most extreme cases the financial viability of the supplier organization. In this case, one would expect a much more structured, formalized set of processes for reviewing and approving scope changes and making changes to supporting contracts, payment schedules, etc. By contrast, when a department in one organization needs to communicate and manage expectations around delivery dates and costs for a sponsoring department within the same company – especially when the sponsoring department has requested the change — they may adopt a less formalized, lighter weight scope change process. In both situations changes the “what” of scope management is the same – scope changes need to be recognized, communicated and approved – but the “how” may be radically different.
We must also take into account that the approaches, tools and techniques used, even within a discipline may change over time. For many years, the construction industry used the Design/Bid/Build phases in their projects where each successive phase was substantially completed prior to the commencement of the next and each phase was executed by different organizations. Unfortunately, as a consequence of this approach many projects were plagued by a fourth phase, “litigation”, with finger-pointing and lawsuits between the parties to establish whether something was a defect in design or a defect in construction. Now many construction projects are using an approach called “Design/Build” where the work is performed and managed as a single, integrated effort. Similar changes have occurred in information technology, where new development tools and approaches have facilitated iterative and agile development of applications and business systems outside of the lockstep waterfall techniques of the past. Each of these has required new techniques for how the projects using them are planned and managed without losing the visibility needed for oversight and control of the outcome.
The most successful PMO’s and ePMO’s are those that understand the underlying goals and objectives of PPM while implementing supporting processes that are adapted to the unique, changing needs of the enterprise, and the functional groups and disciplines within that enterprise. While this requires open-mindedness and creativity the adoption of PPM across multiple disciplines in thousands of companies is proof positive of the feasibility and be benefit to be derived from the effort. In short, despite the declaration of that gentleman at my first PMI meeting – PPM is relevant to Information Technology. And to Finance, Marketing, Professional Services, New Product Development, Manufacturing, Supply Chain Management, Education and any other discipline or organization that invests in and executes projects. It also still applies to Construction and Engineering…
As a post-script I would add that since that first meeting I have belonged to PMI for many years and attended numerous meetings in a variety of other locations and chapters which were well attended by individuals from a wide variety of organizations and disciplines.