Deployment of Organizational Project Management Methodology
Excerpt from a paper published by PMI June 2015 by Emad E. Aziz, PMP, PgMP, BRISK Business Inc.Click here for the full paper.
As organizations continue to discover the importance of developing organizational portfolio, program and project management methodologies, recognition of the need to improve on the alignment of projects and programs to the organization’s strategic objectives arises. While some organizations may have matured the methodology formulation process, many remain challenged with deployment across the organization. Adoption by various stakeholders and benefits sustainment are two of the most prominent reasons why organizations fail to deploy, deeply integrate, and sustain methodologies. But, more often than not, the blame for failure of the deployment and sustainability of outcomes is incorrectly attributed to the methodology, its application, coherence, or relevance. What these organizations do not realize is that deployment of a methodology is in its own right a large undertaking of organizational change. Many organizations fail to realize the significance and magnitude of such change, and that it is best managed through rigorous program management. By focusing attention on the organizational impact and required behavior modifications organizations can better realize the intended business benefits through improved adoption, integration, and sustainable results.
This paper proposes an approach for organizational project management methodology deployment, integration, and sustainment based on guidance in publications such as Managing Change in Organizations: A Practice Guide (PMI, 2013a) and Implementing Organizational Project Management: A Practice Guide (PMI, 2014).
Click here to access the complete paper “Deployment of Organizational Project Management Methodology.” published by Project Management Institute (PMI) and written by Emad E. Aziz, PMP, PgMP, BRISK Business Inc.