Best practices are the results of good experience of applying the best of the best of the standards in many projects. I have known projects that don't have standards, methodologies and any culture about project management. So how can survive or what is the future of this project ? Saving Changes...
Without any kind of methodology or structure the project is left to its fate. That means there still is a chance to suceed, but that depends on the maturity of the organizations involved and the people's skills. For example, a well attuned team may suceed in almost every case without a specific approach as they do their work intuitively. In contrast, the best methodology doesn't ensure a team's sucess if several aspects don't match.
Best regards
Christina Saving Changes...
Gina AbudiPresident| Abudi Consulting LLCAmherst, Nh, United States
I completely agree with Christina. While I believe that best practices and processes around how projects are accomplished are important for long term success, I have seen organizations with some really great people who can accomplish projects in spite of the organization's disorganization. And, I have seen organizations with structured processes and procedures that are not followed and their people are not trained nor engaged and their projects are not successful. It is a combination of applying best practices, processes and procedures and having a standard in collaboration with training team members, providing them the support they need and keeping them engaged. Saving Changes...
Zeeshan AhmedProject Manager| KSMCJubail, Easter Region, Saudi Arabia
Remember triple constraints of project: Time, Cost and scope. If anyone is able to control these three as per the planned limits (which can be done using "common sense" alone), in my opinion, future of project is bright even if they are not following formal best practices or methodologies. Saving Changes...
arlene trimbleAssistant IT Director| Local GovernmentAlamo, Ca, United States
I agree with everyone's thoughts.
I have been in organizations where there were no formal project management methodology or PMO but projects have been successful as the projects were aligned to the organization's mission, team members were high performing and supportive and committed for the projects to succeed. Project constraints were managed proactively.
I have been in organizations as well where there were established PMO's but the projects were not that successful because the PMO functioned as a red tape entity in the organization wtih no added value to the customers. The PMO basically tried to enforce duplicate forms to complete, bureaucratic cc's, extra non-value added processes which delays the project and creates annoyance to the stakeholders. The stakeholders started to circumvent the PMO by making sure that the department's projects do not fall under the required PMO definition. Saving Changes...
