Evonne WatersExecutive Director| TWC Research GroupAurora, Il, United States
CAN GOOD PROJECTS DO BAD THINGS? Yazici (2009) found that a significant relationship exists between project management maturity (PMM) and business performance. Higher maturity is perceived to result in savings, improved competitiveness, and increased market share. However, there is no significant relationship between project maturity and project performance. Based on Yazici’s findings, one could assume that if the PMO is well embedded in the organization as an integral part of process management one would expect improved organizational performance, but that is not the same as project performance. So PMM levels impact doing the right projects for the organizational portfolio, but do necessitate that projects are managed in the right way e.g., variation in tool use and poor compliance with PM standards…thoughts?
References Yazici, H. J. (2009). The Role of Project Management Maturity and Organizational Culture in Perceived Performance. Project Management Journal, 40(3), 14–33. doi:10.1002/pmj Saving Changes...
Very right Evonne, PMM is how well established are the Organizational Project Management best practices, in the organization. It will definitely enhance organizational performance but as far as the project performance is concerned, it is not a very direct relationship. Generally yes, it should and it would improve project performance but specifically every project is different from other and have different level of uncertainties affecting it, therefore there is no sure way of predicting that project performance will definitely improve.
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1 reply by Evonne Waters
Jan 14, 2016 10:19 AM
Evonne Waters
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Hi,
Thank you Suhail for your remarks. I agree, PMM does not predict how individual projects perform. I'm concerned that PMs can begin to chase after ROI and Executive recognition based on organizational performance and lose track of good project execution. Stakeholder expectations change, but good project execution will consistently help one to meet goals (so long as requirement gathering is effective).
Saving Changes...
Evonne WatersExecutive Director| TWC Research GroupAurora, Il, United States
Jan 14, 2016 4:20 AM
Replying to Suhail Iqbal
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Very right Evonne, PMM is how well established are the Organizational Project Management best practices, in the organization. It will definitely enhance organizational performance but as far as the project performance is concerned, it is not a very direct relationship. Generally yes, it should and it would improve project performance but specifically every project is different from other and have different level of uncertainties affecting it, therefore there is no sure way of predicting that project performance will definitely improve.
Hi,
Thank you Suhail for your remarks. I agree, PMM does not predict how individual projects perform. I'm concerned that PMs can begin to chase after ROI and Executive recognition based on organizational performance and lose track of good project execution. Stakeholder expectations change, but good project execution will consistently help one to meet goals (so long as requirement gathering is effective).
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2 replies by Suhail Iqbal
Jan 14, 2016 2:35 PM
Suhail Iqbal
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That's exactly what I call is Paralysis through Analysis, which an intelligent project manager should be able to avoid.
Jan 15, 2016 2:52 AM
Suhail Iqbal
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I mean if someone gets bogged down in unnecessary analysis while the project suffers, the whole purpose of the project is failed. Analysis and Planning are necessary but are support activities, you cannot keep doing them and not doing the actual work in implementation, and still be bale to succeed.
Saving Changes...
PANKAJ KUMAR JOSHIGeneral Manager| Transrail Lighting LimitedNainital, Uttrakhand, India
The outcome of each event depend upon the way it is executed. Sometime you do the bad things if you do not follow the plan correctly or accept bad practice. But don't worry you are human.
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1 reply by Evonne Waters
Jan 14, 2016 2:01 PM
Evonne Waters
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Hi Pankaj,
I agree. When under pressure, especially time constraints, a PM can resort to accepting bad practice. When it is rewarded with ROI this compound continuing with bad practice that will catch you in the next project and leave casualties along the way.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
The problem with the statement is: GOOD or BAD is a subjective matter. Second, some people do not understand that maturity in project management must be aligened to the organizational maturity and the point of organizational life cycle the company it is. You can see a lot of organization that are competitive, are gaining the market share, are getting the expected results but they are in level zero (I know it does not exists, is for enphatize) of project managment maturity. Why? Because they are in the organizational life cycle phase named "growth". So, when people do not understand that, is when it is imposible to convince to an organization that a PMO must be started. And on the other side, this jeopardize the work of people like me and others that are trying to implement a PMO. Why? Because when the project to implement a PMO fails inside one organization the first thing the top management say is "to have a PMO has no sence" "to have a PMO does not work" etc etc
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1 reply by Evonne Waters
Jan 14, 2016 1:57 PM
Evonne Waters
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Hi Sergio,
I think you bring up a very valid point. For instance at CMMI level 4 the PMO is at the decision making table. This shows that the organization values the input. The organization and the PMO have to progress hand in hand to get the full effect.
Saving Changes...
Anonymous
And sorry, I must to clarify I did not read the paper you are refering too. But I prefer to be wrong because the paper is aligned to my comment than do not write it. Thanks for allow me to participate and lear from others. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
I guess the question really is: if your project is successful will it leader to benefits realization? The answer is maybe.
If the project was deemed to no longer align with organizational goals and, therefore, no longer realizing benefits, it should have been cancelled. If the project's value persisted along, then its success should translate in added value to the organization.
The trick is whether somebody was in fact monitoring the value-add throughout the project's duration. Saving Changes...
Evonne WatersExecutive Director| TWC Research GroupAurora, Il, United States
Hi Stephane,
The projects in question realize benefits, but the project execution was poor. It is the difference between running a race where you run straight to the goal line versus zig-zagging, tripping over other runners, and making a mess but still getting to the end. Those cheering when you reach the goal (stakeholders) are not taking into account the damage (risks, negative downstream impact, etc.) that occurred. Now the coach has trained diligently with the runner and has provided the runner with a method for getting to the goal (PMM). It just wasn't followed. Saving Changes...
Evonne WatersExecutive Director| TWC Research GroupAurora, Il, United States
Jan 14, 2016 11:03 AM
Replying to Sergio Luis Conte
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The problem with the statement is: GOOD or BAD is a subjective matter. Second, some people do not understand that maturity in project management must be aligened to the organizational maturity and the point of organizational life cycle the company it is. You can see a lot of organization that are competitive, are gaining the market share, are getting the expected results but they are in level zero (I know it does not exists, is for enphatize) of project managment maturity. Why? Because they are in the organizational life cycle phase named "growth". So, when people do not understand that, is when it is imposible to convince to an organization that a PMO must be started. And on the other side, this jeopardize the work of people like me and others that are trying to implement a PMO. Why? Because when the project to implement a PMO fails inside one organization the first thing the top management say is "to have a PMO has no sence" "to have a PMO does not work" etc etc
Hi Sergio,
I think you bring up a very valid point. For instance at CMMI level 4 the PMO is at the decision making table. This shows that the organization values the input. The organization and the PMO have to progress hand in hand to get the full effect. Saving Changes...
Evonne WatersExecutive Director| TWC Research GroupAurora, Il, United States
Jan 14, 2016 10:35 AM
Replying to PANKAJ KUMAR JOSHI
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The outcome of each event depend upon the way it is executed. Sometime you do the bad things if you do not follow the plan correctly or accept bad practice. But don't worry you are human.
Hi Pankaj,
I agree. When under pressure, especially time constraints, a PM can resort to accepting bad practice. When it is rewarded with ROI this compound continuing with bad practice that will catch you in the next project and leave casualties along the way. Saving Changes...
Thank you Suhail for your remarks. I agree, PMM does not predict how individual projects perform. I'm concerned that PMs can begin to chase after ROI and Executive recognition based on organizational performance and lose track of good project execution. Stakeholder expectations change, but good project execution will consistently help one to meet goals (so long as requirement gathering is effective).
That's exactly what I call is Paralysis through Analysis, which an intelligent project manager should be able to avoid. Saving Changes...
