Organizational Project Management System
The organizational project management system is one of the sub-categories under organizational solutions.
We have to stress, by “system” we do not mean technology or software, rather, we mean the organizational internal and innovative processes, policies, framework, and methodology for managing the organizational projects. An effective system, will help an organization achieve higher level of project management maturity, which in turn, will improve the organization's financial performance.
PMO Gaps Leading to Project Management System
Many organizations, private and public, are embracing project management as a core capability with strategic value and a main contributor to organizational performance. Further, more and more organizations are implementing project management offices (PMO) to facilitate the adaptation of project management practices ... but there is a gap.
In some situations, the gaps are leading to failure of the PMO, or the PMO is underperforming and not meeting the organizational expectations. Why is this happening? Based on our own research in West Asia, and global research by others ... we have learned that a primary factor is that the PMO is not implementing the project management organizational system.
In other words, what is missing from PMO implementation initiatives, is the organizational need to establish the project management system including the project management methodology, processes, career framework, and competence framework, among other elements.
The executives’ ultimate objective is to enhance organizational performance through higher level of project management maturity, which as we said – is often missing from a PMO implementation.
Building the Project Management System
This solution aligns closely with our project management maturity services.
Whether an organization has a system in place or not we can help. If no system, we can help the organization build a system from scratch or they can adopt our methodology and customize it to their need and context. If there is a partial system in place or an undocumented system, we can start from what exist to help the organization fill the gaps.
Through our approach we prefer to work closely with the organization personnel and even have them do as much as possible to maximize buy-in. To build (or enhance) the organizational project management system, we follow our own proprietary approach, The SUKAD Seven Elements of Project Management Maturity™ (The 7Es™). Our 7Es™ approach is quite comprehensive and is suitable for small, medium, and large organizations. Our model includes the various organizational factors to build a sound system aligned to global standards from various sources and not limited to one standard that might be limited in scope.
Please refer to the SUKAD Way™ section of this website to learn more about our methodology and maturity model.
Project Management System's Assessments
If an organization need to go beyond auditing a single project, an alternative is to review, (assess) the project management system within the organization. Such review includes the project management methodology, processes, governance, and all other project management functions. This review can be a general review or a maturity assessment.
SUKAD can lead the review or assessment in accordance with the SUKAD proprietary model, The Seven Elements of Project Management Maturity™ (The 7Es™), or in line with global standards, such as PMI® OPM3 Model or the UK P3M3 Model.
If the organization is new to project management and has not established the proper project management system yet, it might be a waste of resources to perform an assessment, especially in accordance with OPM3 or P3M3. In this scenario, we would not advise conducting a full assessment until the organization implement a new system and the system has been operating for at least a year. However, can choose to build their system in accordance with OPM3 or P3M3 but we distinguish between using these resources to build a system versus assessment.
In line with our customer-centric approach, we would not advice small and medium organizations to consider something as extensive as OPM3 or P3M3 and invest significant funds where a simple model or internal processes can do. For larger organizations, one might justify the investment.