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Topics: Healthcare
Developing Standard Work for PM Team
I am leading an effort to try to develop standard work for our PM team. we lead primarily strategic projects so they vary a lot and have a lot of different types of stakeholders. From what I am reading on PMI, it does seem like there is some movement away from the rigid step by step topics, but I was curious if anyone has developed standard work for their PM teams and if there are examples out there of the tools you used and how you communicated it.
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Your post is interesting so please let me asking: what does mean standard work?
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1 reply by Tony Carmody
Oct 05, 2021 6:03 PM
Tony Carmody
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I’m looking to develop a set of standards for different processes our PM team does such as kicking off a project , charter, etc.
It depends on what you mean by standard work. In a lean factory setting, that might mean I could hand anyone a set of detailed instructions and they will get the same result every time time. Some of that is possible in a PM setting, like how I set up certain review meetings, set and publish the agenda, take attendance, and publish minutes.

Most PM work requires some level of expert judgement, but there is still a lot of room for standardization. Processes for moving backlog items through a product iteration may be standardized. Various steps of higher level processes often support standardization such as how cost estimates are produced and reviewed, how metrics are gathered and presented, etc.

The underlying circumstances will change so the outputs are not 100% predictable, but the process flows and various regular details can be built into a playbook so that they have a high degree of repeatability in how they are executed.
Oct 05, 2021 5:25 PM
Replying to Sergio Luis Conte
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Your post is interesting so please let me asking: what does mean standard work?
I’m looking to develop a set of standards for different processes our PM team does such as kicking off a project , charter, etc.
...
2 replies by Sergio Luis Conte and Tony Carmody
Oct 06, 2021 6:00 AM
Sergio Luis Conte
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Now I understood. As you know approach, process, method, tools have to be defined almost in that order. What I did is: 1-project/program/portfolio management process are part of the company strategy then I consider whose are critical to achieve the company objetives and adding them to the company strategy. To select them I took the PMBOK as the ckecklist. 2-I go to define the selected process. To do that, I go for the existing standards (IEEE standards for example) do not reinvent the wheel. 3-with the process defined I put them inside the approach. 4-with all that on hand I go to select methods and tools if apply. I did all this work thinking in architecture: different layers which are integrated with high cohesion and low coupling. Time ago I wrote and article about what I called "Lego Model" that was published by the PMI.
Oct 06, 2021 12:40 PM
Tony Carmody
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Thank you!! Super helpful. I will search for your article.
Tony -

As each project is unique from a context perspective, while we want to follow a consistent set of principles and remain within appropriate organization and regulatory "guardrails", the "how" should be left to each team to figure out with guidance provided.

An example of this is control objectives such as ensuring that there is traceability from high level needs to lower level components such as test cases or detailed requirements. A traditional traceability matrix is one way to achieve this objective, but so is the dynamic linking capability available within many information management systems.

Focus on ensuring that teams understand the guardrails and "what" control and delivery objectives need to be met, and then help them to figure out the "how" they will achieve those in a way that best fits their context.

Disciplined Agile is one toolkit that embraces these principles...

Kiron
Oct 05, 2021 6:03 PM
Replying to Tony Carmody
...
I’m looking to develop a set of standards for different processes our PM team does such as kicking off a project , charter, etc.
Now I understood. As you know approach, process, method, tools have to be defined almost in that order. What I did is: 1-project/program/portfolio management process are part of the company strategy then I consider whose are critical to achieve the company objetives and adding them to the company strategy. To select them I took the PMBOK as the ckecklist. 2-I go to define the selected process. To do that, I go for the existing standards (IEEE standards for example) do not reinvent the wheel. 3-with the process defined I put them inside the approach. 4-with all that on hand I go to select methods and tools if apply. I did all this work thinking in architecture: different layers which are integrated with high cohesion and low coupling. Time ago I wrote and article about what I called "Lego Model" that was published by the PMI.
Tony,

companies are trying to define standard PM work thru PM handbooks, company methodologies or similar company standards. The benefits are e.g. that it enables one terminology everyone can understand, people flexibility among projects and it drives efficiency as some tasks can be automated and common KPIs can be tracked.

Often those standards are established, further developed and maintained by a PMO. Some of these standards may be mandatory, driven by project governance and others optional. Every new project has to tailor the standards to its circumstances. PMBoK Guide ed6 calls this the project management plan.

So, the sequence is
Global/national Standard (PMBoK) - Company methodology - Project method (Project Management Plan)

Most companies and government agencies have a company methodology, see a good example
https://its.ny.gov/nys-project-management-guidebook-release-2


Thomas
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1 reply by Tony Carmody
Oct 06, 2021 12:40 PM
Tony Carmody
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This is really helpful background. Thank you for sharing this document too, really insightful.
Oct 05, 2021 6:03 PM
Replying to Tony Carmody
...
I’m looking to develop a set of standards for different processes our PM team does such as kicking off a project , charter, etc.
Thank you!! Super helpful. I will search for your article.
Oct 06, 2021 6:27 AM
Replying to Thomas Walenta
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Tony,

companies are trying to define standard PM work thru PM handbooks, company methodologies or similar company standards. The benefits are e.g. that it enables one terminology everyone can understand, people flexibility among projects and it drives efficiency as some tasks can be automated and common KPIs can be tracked.

Often those standards are established, further developed and maintained by a PMO. Some of these standards may be mandatory, driven by project governance and others optional. Every new project has to tailor the standards to its circumstances. PMBoK Guide ed6 calls this the project management plan.

So, the sequence is
Global/national Standard (PMBoK) - Company methodology - Project method (Project Management Plan)

Most companies and government agencies have a company methodology, see a good example
https://its.ny.gov/nys-project-management-guidebook-release-2


Thomas
This is really helpful background. Thank you for sharing this document too, really insightful.

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