Level 5: Optimizing Process

Project integration improvement procedures are in place and utilized. Lessons learned are regularly examined and used to improve documented processes.

Project Charter Development

A process is in place for continuous improvement of project charters. Lessons learned are captured and used. Project charters are used to support strategic organization decisions and decisions regarding projects. Hie value of project charters is clearly understood and included in the planning process.

Project Management Plan Development

A process is in place for continuous improvement of project management plan development. Lessons learned are captured and used to improve planning efforts. Project and program plans are used to support strategic organization decisions and decisions regarding projects. A process utilizing the project and program plans for such decisions is developed, documented, and in place.

Hie organization has evolved to the point where project planning is clearly understood and its consumption of resources is planned as well.

Project Execution

A process is in place for continuous improvement of project management plan execution. Lessons learned are captured and used to improve execution efforts. Overall project performance data is used to support decisions regarding the project and organization strategy.

Project Knowledge Management

Communities of practice populated with subject matter experts (SMEs) have been established as a resource for stakeholders. The organization provides interpersonal skills training, and team leadership training to foster the sharing of beliefs, insights, experience, and “know-how”.

Monitoring and Controlling Project Work

Project status and performance reports are analyzed to determine the efficiency and effectiveness of a project during execution. A process utilizing project metrics to support management decisions is developed, documented, and in place.

Integrated Change Control Management

Project changes are included in the determination of project efficiency and effectiveness.

In addition, evaluation and analysis of potential changes include efficiency and effectiveness considerations. A process utilizing such metrics for management decisions during project execution is developed, documented, and in place.

Another process is in place for continuously improving the project integrated change control process to include configuration management.

Lessons learned are captured in a repository and used to improve monitoring and control efforts. Historical changes on projects are examined to identify trends in change control actions and improve upon the initial project planning process.

Project or Phase Closure

Project closure processes are evaluated on a periodic basis and enhancements are incorporated continuously. Hie organization adheres to a high standard of project performance and quality in its products or services.

Information about lessons learned from the management of large and highly visible projects is retained, and effectiveness and efficiency (e.g., processing project information and documentation, integrated change control, and vendor management) are evaluated. A database captures project performance information and includes vendors and contractors. All cancelled projects undergo a review process to determine root causes for lessons learned.

A process is in place for continuous improvement of the project information system. Lessons learned are captured and used to improve project systems. The project information systems support the collection and organization of project efficiency and effectiveness metrics. In addition, the system employed to collect, integrate, and organize project information becomes more efficient and effective.

Adaptive/Agile Environments

The organization has fundamentally changed and implemented enterprise policies and procedures for knowledge management.

Servant leadership disciplines are continually improved through use of performance measures and lessons learned.

Special Interest Component: Project Management Office

The PMO manages the project portfolio, provides project management tools and training, and oversees scoping of projects. Project managers are significantly accountable to the PMO. The PMO is responsible for organization-wide resource leveling and assignment of critical resources. Hie PMO has processes in place to capture lessons learned from projects completed and modifies project management methodologies as a result. Projects are measured against best practices. Lessons learned are captured and applied. Project management is accepted completely as standard practice throughout the organization.

Project Support—A project management help desk function is available from the PMO. Hie PMO is involved in the closure of every major project and many smaller ones.

Hie office provides, as part of management reporting, full-cost tracking, including data required for earned value calculations by project.

Lessons learned are captured and applied. Additionally, customer satisfaction surveys of PMO support are conducted and improvement areas identified and acted on.

Consulting and Mentoring—Hie PMO staff coaches project managers in the managing of smaller projects within the organization. Hie office works closely with project managers and business clients on business analysis and proposal preparation for major project initiatives.

Processes and Standards—A process is in place whereby project management methodologies are improved as better practices are discovered. All project management methodologies, processes, templates, and samples are available on an Intranet site maintained by the PMO.

Training—Project management essentials training is mandatory for project managers and is suggested for all client personnel who will be involved in projects. An evaluation is made at the end of every major project to ascertain weak skill areas. This information is used to bolster training plans for individuals, modify existing training courses, and create new courses.

A full training program is available, usually leading to certification as a Project Management Professional (PMPe), although in some cases organizations have established internal certifications.

Project Management—Пае project manager works closely with the line organization to anticipate new programs and projects on the horizon. There is an active program for feedback from all parts of the organization for project management improvements.

Many project managers in the organization report to the PMO, with dotted-line responsibilities to line organizations. Пае PMO conducts performance reviews of project managers with input from their line organizations. Project managers are well integrated into the client organization (although they may report to the PMO) and are considered parts of the client management teams. Resource leveling is done in an automated fashion at the organizational level.

Project Management Software Tools—On every project, part of the closure process is a review of the project management software tools and their interfaces to ascertain improvements. Hiese lessons learned are regularly integrated back into the tools and interfaces through a standard process.

Hie project management software tool provides earned value reporting, which the PMO has made a part of the executive dashboard reporting. Hie resource repository is now integrated with the human resources system for the organization. Hie project management software tool is integrated with the corporate accounting system to aid budgeting and cost reporting and with the organizational procurement system for obtaining actual costs of goods and services.

Adaptive/Agile Environments—Hie PMO has transformed to an enterprise agile PMO. Performance and value of the PMO is continually measured and improvement plans are developed and implemented. Hie PMO manages the enterprise portfolio.

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