We Purchased a Project Management Methodology to my Organization, and there is a debate whether this methodology after customizing, be signed-off by the CEO (thereby binding everyone to follow it like a policy) or should this be dynamic, so that emerging changes and suggestions could be incorporated. This methodology is governed by the PMO at present. Saving Changes...
In my organisation Project Management methodology is a basic company document and is very complicated to change due to a complicated and time-consuming document workflow process. However we found a way how to overcome this obstacle. In the basic document of Project Managament Methodology we describe only the high-level process, roles and responsibilities, tools etc. - there is even a explanation of it in the preface, that this is only a PM framework and basic rules. All the details, that need to be flexible (e.g. templates, use of tools, details of processes) are documented in derived documents and are in competency of PMO without the need to be signed-off by Management. The only area where PMO needs approval of changes is the project governance model and budget approval process. Usually we make changes in the basic document only once in a year.
We are all working in fast changing environments and need to be flexible, so I recommend to find a model were PMO can make most changes in Project Management Methodology without sign-off by CEO. Saving Changes...
Richard ZoomerProgram Office Manager - Institutional Banking & Markets| Commonwealth Bank of AustraliaSydney, Nsw, Australia
In my organisation (Bank with >45,000 emp.) the CEO and Board have endorsed the implementation of the PM methodology. Many outputs from the methodology flow through to the CEO and his direct reports as well as to the Board. This re-inforces their commitment to the methodology to the project community.
Essentially the Board and CEO have endorsed and support the framework within which the PM Community works and the intracies are left to the PMO to manage. This is important in that everyone understands that the commitment to the methodology is from the top down.
It works for us. Saving Changes...
Andrew MakarProgram Manager| AMAKAR LLCOakland Township, Mi, United States
One model that works well is the concept to tailoring the methodology to a specific project. PMOs need to rememeber a methodology is a tool and not a replacement for professional judgement.
A methodology usually prescribes a series of processes resulting in tasks, templates and deliverables. A useful technique is to start with the standard methodology and tailor out the activities that don't apply. The PM should justify the rationale and the PMO (or executive director) should sign-off on the tailored approach.
For example, developing a data model diagram is a good idea for custom development projects. It isn't a realistic task for a 3rd party ERP package that deployes 30,000 tables in the default package. In this case, the data integration points may be modeled in the design specification vs. a prescribed data model document.
Neville TurbitDirector| Project Perfect.com.auAbbotsford, Nsw, Australia
I usually suggest a different approach. Get the CEO to sign off the concept of the methodology and authorise someone from the PMO to tailor it to suit each project. At the start of each project a PMO Methodology Expert sits down with the project team and decides how the methodology is to be applied. In the example below for an ERP system, the Methodology Expert would agree that a data model was not relevant.
Once the tailored approach is agreed, it becomes the "Authorised and Endorsed" methodology for that project. Saving Changes...
Elyse NielsenSenior Project Manager| Ascension Health Information ServicesHaines City, Fl, United States
Hi,
Great Question! In order to implement a methodology, there needs to be a change leader and a change team for the organization. Depending on the size of the company, that may be just the CEO or another member of the C-suite. This individual needs to be supportive of the changes, and accountable that the change does not inhibit the methodology from delivering the desired benefits. Check out How to implement organizational change.
Now a methodology is more of a practice, not a policy or a procedure. I'd recommend your PMO office develops a policy supportive of using a project management methodology with a purpose of driving projects to acheive the desired business benefits.
Hi
I suggest this situation requires the PMO to take a lead and ensure there is only one methodology which will have some mandatory and some optional elements. This way there will always exist a commonly-named set of core deliverables. This will need communication as well as informing all that the methodology will be updated and improved periodically. The public support of the CEO is welcome, but the PMO needs to step up.
Best of luck!
Farhan Saving Changes...
Huw EvansSenior Manager, Projects and Partnerships| Vicinity CentresMount Waverley, Vic, Australia
It sounds like the reason there would be a debate about this is a control question, who has the authority to change the methodology in the future? The purpose the methodology was implemented is the document that should be signed off by the CEO, and the PMO should then be empowered to manage the methodology and introduce changes and tweaks as necessary, as long as it's still delivering on the purpose. Saving Changes...
Mr. Evans is right. This is an authority issue. You don't mention the size of your organization. Often in small companies - CEO's often retain more direct control over things. This may be the case with your company.
CEO's as a general rule don't involve themselves in PM methodologies, unless they are directly linked to a specific strategic goal. Under those circumstances it is understandable that they wish to protect that goal, and retain approval for key processes that support achievement of that goal.
As to what binds everyone in the company to follow a methodology - I would submit that if the PMO really has the full support of the CEO, whether the CEO signs it or the PMO "signs" it is moot. Based on your post - it sounds like the CEO is not a PMO fan. Saving Changes...
