The Hybrid Solution

Ali Forouzesh is a Certified OPM3® Assessor and Consultant as well as professional in IT service management (Certified ITIL® v3), Portfolio Management Professional (PfMP), Project management (PMP®) and IT Portfolio management (Certified IBM Portfolio Manager). He is a leader in organizational development and maturity improvement projects with experiences in planning and implementing organizational project management systems and integrated solutions.

Several months ago, I had a consultancy meeting with one of my clients in the telecommunication sector. A meeting with the PMO manager and his crew was about selecting the right and sufficient project management methodology for the PMO department. They had been using a methodology that was developed using A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fourth Edition for three years. The company has more than 5,500 people and 30 live projects. It has several competitors, and the economy and technology are unpredictable external factors—so it has to complete and deliver its projects quickly and efficiently.

Let’s get back to the meeting. I asked the PMO manager to explain current and upcoming projects to me. The company had been using MS Project Server 2013 as a PMIS. The manager and team showed me the project portfolio dashboard, which included more than 30 projects, sub-programs and programs. After that, the PMO manager described the project portfolio components. Finally, he said that the reason behind inviting us was that the company CEO wanted to be more agile. They wanted us to find a way to deliver the project’s value more quickly.

Before asking about their project management methodology, I asked them to describe their project types. In a nutshell, they divided their projects in two categories:

  1. IT services projects…

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"In opera, there is always too much singing."

- Claude Debussy

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