Strategy to Develop Project Management in a Low-Maturity Company
In industry segments where project management is not considered a core business, such as manufacturing (except in R&D), it can be more challenging to propagate project management best practices, even though at the individual level employees recognize that improvements should be made. It is even more difficult to promote the idea of a structured approach via a project management office. Project management maturity is typically not even at the standardization level (following the OPM3 model) in those companies: some processes exist but are not considered an enterprise standard.
The Main Challenges: Company Culture and the Bottom-up vs. Top-down Approach
Low-maturity companies have not yet been convinced of the benefits that project management improvements can bring to the bottom line and therefore are not ready to invest too greatly in this discipline. This is partially because they do not have metrics to demonstrate the need for such improvements. For example, the schedule performance indicator and cost performance indicator metrics resulting from the earned value concept quantify the variance with respect to the project baseline, enabling an objective comparison between projects. By correlating performance measurements with behaviors and/or processes, the organization can analyze issues and plan improvements.
A culture of project management “heroes&
Please log in or sign up below to read the rest of the article.