Level 4: Managed Process

All processes are in place, documented, and utilized by all projects. Processes and standards are integrated with other corporate processes and systems. Integration includes incorporating project and program plans into organization strategic plans. In addition, the reporting process and project information system are integrated with the PMO, finance and accounting, strategic planning systems, and risk management process. There is a mandate to comply with the organizational project management processes and procedures. Decisions are based on performance metrics.

Project Charter Development

All project charter processes are in place, documented, and used. Project charters are integrated into and support organization strategic plans and objectives.

Project Management Plan Development

All processes are in place, documented, and being utilized. Project management plans and program management plans are integrated to support organization strategic plans. Data from project management plans feeds into financial and other organizational systems to complement business execution.

Project Execution

All processes are in place, documented, and being utilized. The status and performance reporting processes are integrated with the PMO, finance and accounting, strategic planning, and risk management systems.

Project Knowledge Management

Knowledge captured by projects is readily available at an organizational level for operations or future projects.

Knowledge is leveraged by project teams to improve project outcomes.

Monitoring and Controlling Project Work

Formal variance and performance measurement analysis is conducted and reported. At this point, the actuals are extracted from corporate finance and accounting systems.

Metrics are collected from all knowledge areas and integrated into project performance reports. Forecasts of changes in cost and schedule baselines are supplied back to corporate finance/accounting systems.

Integrated Change Control Management

All change control processes are in place, documented, and being utilized. Hie project change control process (including configuration management) is integrated with the organization’s control systems, monitoring programs, and risk management process. Functional, physical, and data configurations are documented, maintained, managed, and controlled consistently for all projects.

Project or Phase Closure

Projects report progress against the plan using a standard project management tool and technique. All project resources, including vendors, are fully integrated into the project closing activities. A process and repository exist for capturing appropriate project information and presentation of/access to historical project information for reuse in estimating, risk management, and planning for future projects.

The organization provides resources and time for conducting lessons-learned briefings upon project closure. Project teams are recognized for their efforts.

The central project system collects, integrates, and organizes project-related information tools, processes, and procedures across knowledge areas. The systems are standardized across projects and integrated with the PMO and other corporate systems as applicable. Minimal effort is required to transmit data to and from the project manager.

All projects that are terminated prematurely follow a standard process for capturing all relevant artifacts and data. Lessons learned from terminated projects are captured and reviewed.

Adaptive/Agile Environments

Collaboration is evident across multiple functions and agile teams (e.g. Scrum of Scrum, multiple product owner check-ins, cross team release planning).

Servant leadership disciplines are integrated into individual performance measures.

Special Interest Component: Project Management Office

Project management best practices are collected by functional area and maintained at the PMO. Realistic management-level reporting is in place. “Ego-free” reviews of major projects are regularly compared against standard methodologies and processes. Realistic resource projections are generated by the PMO. There are few surprises on projects.

Project Support—The PMO is responsible for the organizational skill inventory database, coordination of assignments of critical resources, organizational resource leveling, and resource projections (involved in the requisition of additional and replacement resources). The PMO provides project-level variance analyses to organizational management and designs and produces executive dashboard management reporting on all approved projects. The PMO maintains visibility rooms for all major projects and allots space for smaller projects to share. The PMO determines the project report consolidation process for management reporting and is responsible for carrying it out on a regular cycle.

Consulting and Mentoring—A project audit process is in place. Projects in trouble are immediately put into a project recovery process managed by the PMO. A formal mentoring process is in place for all project managers.

Processes and Standards—The project management methodology operates as a standard. All projects use these processes as their normal operating process. A central project documentation repository is in place and is actively monitored by the PMO. Project participants utilize this repository. The PMO conducts benchmarking of selected projects to ascertain estimate accuracy and improve estimating techniques.

Training—Advanced project management training is mandatory for all project managers. A training plan tied into career planning is created for each project manager. Project management essentials training is made available to project managers. Project management essentials training is mandatory before a project manager is assigned to manage a project and is suggested for all team members.

Project Management—Performance reviews of project managers are conducted jointly by the line organization and the PMO. There is an accurate resource repository in place and the PMO is responsible for maintaining information that is used for organizational resource projections.

Hie project managers report to the line organization, however, they also have dotted-line responsibility to the PMO. Regular status reports go both to the line organization and the PMO. A small cadre of senior project managers who report to the PMO manage the more complex, visible projects for the organization.

Hie PMO provides input for the project manager performance reviews. The PMO is responsible for updating resource information (especially for key resources) and also manually ties resource leveling into resource availability at an organizational level. Hie PMO is responsible for integrating project performance reports into a consolidated report, which is sent into the management oversight process.

Project Management Software Tools—Estimates data is entered for all projects. Hie PMO tracks and records estimated and actual costs. It also drives the selection of project management software tools, soliciting input from the line organization. Hie PMO is responsible for deploying PM software tools, including tools that contain resource repository information.

Adaptive/Agile Environments—Hie PMO has transformed to an organizational agile PMO supporting an organizational function such as IT or a business product. The PMO provides advisory services to the agile teams and has invested in agile training and development for the PMO. Hie PMO provides advisory services to the organizational function for agile portfolio and program levels. The PMO has expertise in data analytics and business intelligence tools and techniques in support of the organization.

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